How to Discipline an Employee using Progressive Counseling

Using progressive counseling to discipline employees tends to lead to teamwork rather than resentment.

There are different methods to disciplining and/or correcting the behavior of your employees. Progressive counseling is one method that is very effective and fair for "at will" employers. This method allows you to coach employees so that you are giving them every opportunity and resource they need in order to do a good job. Using progressive counseling techniques with your staff builds confident, competent employees with high morale, OR, quickly gets rid of those who can't do the job.

Things You'll Need

• A pen
• Paper
• Employees
• Employee files

Instructions

1. Practice curbside coaching. This phase of the progressive counseling process is first and the easiest. If you see employee behavior that you need to correct, pull them aside and explain to them what they've done and how they should correct the behavior. Some employers call this step a "verbal warning." There's no need to be formal or bring them in the office for this type of counseling; it's possible that they were never trained on this matter. But make sure you pull them aside so that you're not in earshot of your other employees or patrons -- you don't want to embarrass them or be unprofessional. In fairness, you're giving them a head's up. After you've had the conversation with the employee, write a "Note to file" to retain in their employee file. This note simply states what they did, the date, the location, the time, and what you explained to be the proper procedure/policy/or preferred practice. You don't have to get an employee signature on it, but make sure that you've signed and dated it before you put it in the employee's file. This will indicate that the employee has been informed/trained and should know how to handle the matter in the future.

2. Practice coaching. At this part of the process, it's important to bring the employee into your office to have a confidential conversation. You don't need to come across as angry or upset; in fact, it's much better if you're always consistently level-headed no matter what the conversation is about. Have your coaching paperwork completed beforehand. And never wait; performance issues should be addressed as soon as you have the opportunity (ideally within the same day). Your prewritten documentation should list the following:
   1. The facts, employee name, what he did, time, location, etc.
   2. Explain how that behavior negatively impacts the business.
   3. Review policies, procedures, and best practices with the employee.
   4. Record what they can do to prevent it from happening in the future.
   5. Write and read the statement "Further violations of this nature may results in consequences up to and including termination."
   6. Offer them the opportunity to write any additional notes on it.
   7. You and the employee should sign and date the document to be retained in their file. Please give them a copy for their reference.

3. Take corrective action. If the employee has made a violation of the same nature, follow the same steps of documenting the incident. Make sure that you're being clear about what the policy is and make sure you've gotten their input on how to prevent it from happening again. If they're giving input, then it must be something they feel they can do. Explain to them that this documentation is a Final Corrective Action. And don't forget to read the last sentence aloud to them that states, "Further violations of this nature may include consequences up to and including termination."

4. Termination. If the behavior still has not been corrected, then it's time to terminate the employee. Make sure that you've had a qualified human resource professional review the documentation you've kept in the employee file. Once your HR partner has agreed that you have all of the documentation you need, call the employee into your office. This conversation should be witnessed by another manager of the business. Stay calm, level-headed, and professional. Discuss the violation that has led to the termination. Have their final check prepared for them to take; collect any keys or company property that they may possess; shake hands and part ways. If you've done a good job with the steps of coaching and correcting, most people won't be upset that they're being terminated. It's important that you never come across as being punitive; rather make it your job to give them the tools to do the best they can do. If they still can't get it right, at least they can appreciate that you've tried to help. With that employee gone, it'll leave you with a happy and productive staff that is clear on expectations and have all the tools and training they need to succeed!

Tips & Warnings

• Be consistent in following the steps of accountability with your staff; it's only fair and it keeps you away from allegations of discrimination.

• Be sure to consult with an HR professional; laws change and therefore, procedures may change according to the most current laws. Also, labor laws vary from state to state.

References

• Indiana University: Progressive Discipline