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Dispensing DisciplineDispensing Discipline
See 14 Topics:
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Dispensing Dispensing DisciplineDiscipline
Treat disciplining as a way to educate employees, and elevate their behavior, not as a form of punishment
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3 Effective Discipline Flows from Clear Communication
• Provide clear, written guidelines to employees on your standards and expectations
• Employee handbook should state policy for responding to improper conduct or poor performance
• Use a fair, consistent approach
Skill
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Be Flexible
• Allow for flexibility
• Don’t confine yourself to following the same course of action in every situation
• You may favor progressive discipline but your policy should permit immediate termination in the most severe cases
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If You’re Nervous About Discipline…
• Realize it’s the first line that can prove most harrowing
• Once you get over that initial hump, you’ll feel more relaxed
• An all-purpose opening line is, “I’d like to discuss a concern about your behavior/performance”
Skill
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Beware of These PitfallsSkill
8• Prefacing
• Lecturing
• Blaming
• Personalizing
• Psychoanalyzing
• Confessing
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Behavior Issue and Improving
• Organize Your Thoughts in Threes:
• The precise problem
• Corrective steps
• Consequences of failing to solve the problem
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“I’d like to discuss a concern about your performance”
“To address this concern you must…”
“If this problem continues, the steps are…”
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Discipline Employees Promptly
• Waiting only makes matters worse
• The sooner you notify the individual of the violation and the need to improve, the sooner you will see results – or advance to the next round of discipline
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Discipline in Private
• Meet in a soundproof room at a time when others are less likely to interrupt or eavesdrop
• Allow time for the employee to respond to your comments
• A performance problem
or apparent infraction may stem from a misunderstanding
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Keeping RecordsSkill
8• Document every
disciplinary meeting or action and put your notes in the employee’s personnel file
• Ask employees to review and sign warnings or probationary memos, and give them a copy
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Track Improvement
• Agree on a follow-up schedule
• Establishing checkpoints shows the employee that you expect results by a certain time – and that you will remain vigilant in monitoring progress
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Warning
• Never delay documentation – do it in real time
• Show employees what you’ve written at the end of your meeting and ask them to review and sign your summary notes
• Then place the documentation in the worker’s personnel file immediately
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TipSkill
8• Always document in
threes:
– the existing problem,
– the corrective action that the employee must take, and
– the consequences of non-compliance
• Discipline the same way, every time
• Review how you handled similar problems in the past
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It’s TrueSkill
8• Treat discipline as an
educational and correctional tool, not as a means of punishing or reprimanding people
• By emphasizing that your disciplinary policy is part of a support system to educate everyone, you couch discipline in positive, non-threatening terms
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8To view all 14 topics for
new supervisors (or seasoned supervisors who need a bit of help…) go to
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This program is available in professional narrated format in ppt, video, dvd, and stand-alone web course
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