Corrective Action
Why is corrective or disciplinary action necessary? I think anyone having worked with others in an organization, regardless of its size or number of employees, the consideration of corrective action is always on the back of your mind. Unless you grew up in a commune, or a cave. Not sure where this quote originated but it sums it all up…
“Nothing will destroy a great employee like
watching their employer tolerate the bad ones”.
Many will say that the purpose is to give an employee a chance to rectify their situation or their bad performance. Although that may be true, the critical piece is the point that taking no action can bring the morale of the whole team down and discourage good employees from trying to excel. Summons the adage about “one bad apple…”
It is never fun, and it is often challenging both emotionally as well as legally. But when a problem employee is called on to the proverbial carpet, corrective action about unacceptable behavior should be discussed especially when they have been given every opportunity prior to correct the issue. When that is the case, the next step never comes as a surprise to the offender.
This corrective action discussion will either motivate the behavior that the company needs and desires, or will push them closer to the door. Either direction favors your company, while never surprising the employee because their fate is in their own hands. I guess that’s the point.
The process for corrective action with an employee typically follows a structured process designed to address performance or behavioral issues in a fair, consistent, and constructive manner. It often progresses through several steps, which may vary depending on the organization’s policies and the severity of the issue. Here’s a general outline:
- Informal Discussion/Coaching
- Purpose: To address minor issues early on before they escalate.
- Action: The supervisor or manager discusses the concern directly with the employee, providing feedback on the performance or behavior.
- Outcome: The goal is to clarify expectations, offer support, and ensure the employee understands the issue and the needed improvements.
- Verbal Warning
- Purpose: To formally communicate that the issue is ongoing or serious enough to warrant closer attention.
- Action: The supervisor provides a clear explanation of the problem and the consequences of not improving. A verbal warning is often documented for internal purposes.
- Outcome: The employee is made aware that if improvement is not seen, further action will be taken.
- Written Warning
- Purpose: To document a more serious issue or repeated failure to correct performance/behavior.
- Action: A formal written warning is given, outlining the nature of the issue, the desired changes, and the timeline for improvement. It also details the consequences if the problem persists.
- Outcome: The written warning becomes part of the employee’s permanent record, and the employee is clearly informed of the risk of discontinued employment if there’s no improvement.
- Performance Improvement Plan (often done at the same time as #3)
- Purpose: To offer structured support for an employee struggling to meet expectations.
- Action: A detailed plan is created, setting specific, measurable goals for the employee to meet within a defined timeframe (e.g., 30, 60, or 90 days). Regular check-ins and coaching are provided during this period.
- Outcome: If the employee meets the goals, the issue is considered resolved. If not, further action is taken.
- Suspension (Optional)
- Purpose: To penalize or allow the company time to investigate serious misconduct (e.g., harassment, insubordination, safety violations).
- Action: The employee is temporarily removed from their duties, either with or without pay, depending on company policy and the nature of the offense.
- Outcome: The suspension could lead to a return to work with conditions or escalate to termination.
- Final Written Warning
- Purpose: A last formal warning indicating that failure to improve will result in their employment with the company to be terminated.
- Action: This step reiterates the seriousness of the issue and the necessity for immediate improvement.
- Outcome: Any further violation or failure to meet the required standards will result in termination.
- Termination
- Purpose: To end employment due to continued performance issues or serious misconduct.
- Action: The employee is formally dismissed. The termination should be documented clearly, outlining the reasons for the decision and any previous steps taken to address the issue.
- Outcome: Employment is ended, and the process follows any legal requirements for termination (e.g., severance, final paycheck, exit interview).
In addition, here are some key points for considerations that are critical in the process as well as for successful lawsuits:
- Documentation: Every step of the process should be documented to provide a clear record in case of disputes or legal issues.
- Consistency: Apply the corrective action process uniformly across employees to avoid claims of favoritism or discrimination.
- Timeliness: Address issues promptly to prevent escalation and provide the employee with ample opportunity to improve.
- Confidentiality: Handle the process discreetly to respect the employee’s privacy and avoid damaging their reputation.
Ultimately, the goal of corrective action is not to punish but to help employees understand and correct their behavior or performance, allowing them to meet the organization’s expectations, goals and standards. I would submit that when the process is followed 8 times out of 10, we see a genuine desire to improve their performance before steps 3 or 4 even must be exercised. And in the rare cases when they do not improve and termination is eminent, they are never surprised other than asking themselves why it may have taken so long.
The intention of making the corrective action about the behavior not the person should always be at the forefront of the process. There is no place in a business environment for a personal afront toward a co-worker regardless of whether they are a peer or a supervisor. When expectations are clear and guidelines are provided, performance should NOT have to be demanded. That is why a calm, collective process of correction should be understood. That is why I say that I’ve never fired an employee, rather they have always fired themselves.
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