Reference no: EM133647826
Case: Addressing poor performance is often one of the most difficult processes that supervisors must tackle in public and nonprofit organizations.
Discuss the extent to which this list of steps would actually work well for your current job or a past job. Are they realistic? Are there any barriers or job characteristics that might hinder any of these steps?
Unlike zero tolerance behaviors, most disciplinary actions are corrective, rather than punitive. Progressive discipline is the most common form of disciplinary action and is centered on management making a sincere effort to improve employee performance. It is a structured process that creates a record of how the employer has addressed an employee's underperformance. The record must demonstrate fairness and equity and show steps taken to rectify performance problems. If performance fails to improve, the record provides documentation and justification for terminating the employee.
Progressive discipline generally follows a series of steps, starting with a) a verbal warning on the first offense, with documentation entered into the employee personnel file; b) a written warning at the second offense; c) suspension or some other material sanction at the third offense; and d) termination at the fourth offense. This sanctions-based approach works for straightforward performance problems that can be easily defined and corrected, such as attendance issues or missed deadlines. Supervisors may supplement the progressive discipline process with a more constructive learning approach that emphasizes performance coaching and performance improvement plans (PIP).
When a performance problem is identified, the first step involves a conversation with the employee to learn the cause. Performance deficiencies could be the result of miscommunication or not understanding expectations. Clarification of expectations, and helping employees understand their responsibilities may be sufficient to correct the problem. This initial meeting, even if it resolves the situation, should be documented. Depending on the nature of the work and of the underperformance, a performance improvement plan (PIP) may be helpful. It clarifies what is required to improve performance, puts expectations in writing, and creates a timeline for what is expected. The PIP has three elements: documentation of the problem, actions required, and a timeline for correction.
Both employee and supervisor should sign the plan and it should be entered into the employee's file. The supervisor should periodically check on progress and document it so that, at the end date, details are readily available for determining next steps. Adverse Personnel Actions What happens when the employee's performance does not improve?
At this point, provided that the supervisor has made good faith efforts to help the employee improve, an adverse personnel action may be required. These range from suspensions to demotions to termination. Suspensions are often made before a more serious action is taken. Demotions to a lower pay grade are an option in some personnel