Performance Management Corrective Action

8/7/2019 Performance Management Corrective Action

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Liderazgo Empresarial

Performance Management

Corrective Action


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Leadership FunctionsIncrease your effectiveness when you

Move to correct an

employees continuingunsatisfactory performance

Work with an employee tocorrect problem behavior thatis negatively affecting theperformance of others

Give an employee a verbal

disciplinary warning Take formal disciplinaryaction


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Clues to watch forUse corrective action when you notice

An employee has notresponded well enoughto prior coaching andperformance is still belowstandard.

You received a seriousand justificable complaintabout an employeesperformance or behavior


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Clues to watch forUse corrective action when you notice

An employee has violatedthe organizations rulesof conduct, anddisciplinary action isrequired

An employees behavioris so seriously off trackthat it must stopimmediately.


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Performance ManagementCorrective Action

Companys Philosophy

Give feedback and correct behavior

Discipline is progressive, unless

circumstances dictate otherwise Supervisor discretion

Its unacceptable to avoid taking corrective

action to avoid a conflict


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Performance ManagementCorrective Action

Performance Evaluation Process isfoundation for managing performance

Set performance expectations

Periodic feedback Performance Review & Summary


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Performance Management Continuum

Taking Corrective

Action

Coaching for

Optimal

Performance

Not Meeting

ExpectationsAcceptable

Performance

Meeting and

Exceeding

Expectations


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Cues for Taking Corrective

Acceptable

Performance Just keeps getting worse

STOP

STOP

Acceptable

PerformanceOnce is once too much


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Corrective Action Steps

These steps are recommended, butcircumstances may dictate eitherdeleting or adding steps:

1. Verbal warning2. Written warning

3. Final writing warning or unpaidsuspension

4. Termination


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Think Before Taking Action

Is behavior frequent& serious?

Describe behavior,performance to bechanged

Is training necessary?

Are expectations

understood byassociate?


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Are others similarlysituated?

Do you need morefacts?

Be objective

Maintainconfidentiality

Document yourinterviews, findings


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In summary ask

Can He/She do thejob?

Does He/She knowhow?

Doesnt He/She

want to do it?


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Formal Discussion/Corrective Action

1. Explain the difference betweenperformance and agreed-uponexpectations

2. Describe impact

3. Get associates point of view


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Formal Discussion/Corrective Action

4. Ask associate for ideas on how tocorrect the situation. Add your own

5. Explain action you will take and why

6. Agree on action plan and follow-up

7. Express confidence that associate cancorrect the situation


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Documentation

Documentation is the written, factual recordof circumstances surrounding an associate-

related decision made by supervisor ormanager

Document situation, so that: Decision maker can review fact objectively

Record on how decision was made

Record on each individuals account Shows associate seriousness of situation


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Documentation

Document when associate performance is notmeeting expectation and/or behavior has not

improved sufficiently Describe what action you are taking

Describe consequences if not improvement

Failure to improve could lead to furtherdisciplinary action, up to and includingtermination

Express confidence in associates ability tocorrect behavior


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Format for Written Documentation

Address memo to associate, not to file

Under subject indicate actioin WritingWarning

Begin with:

Description on inappropriate behavior or action

Describe previous discussions or warnings, if any

Give concise background if need

Describe why behavior was inappropriate.

Fin

Documents

Performance Management Corrective Action