Fill and Sign the Discipline Problem Analysis and Corrective Action Plan Form

DISCIPLINE PROBLEM: ANALYSIS AND CORRECTIVE ACTION PLAN Supervisors can usually achieve and maintain effective employee performance by applying the three steps of the Performance Management Process: planning, feedback and review. Occasionally, however, an employee may exhibit a performance problem or inappropriate conduct that requires prompt and direct action to correct the situation. Examples of performance problems or conduct that may require corrective action include:Recurring attendance problems;  Behavior that is disruptive to others;  Recurring poor performance;  A serious performance error;  Insubordination;  Any misconduct listed in the Employee Handbook. This list is not all-inclusive, as other incidents may necessitate corrective action. If left uncorrected, performance problems and inappropriate conduct may cause a serious negative impact to the company, including: Creation of a negative work environment, causing poor morale and  employee turnover;  Loss of productivity and inability to meet department objectives and  University goals;  Decrease in customer service;  Future career challenges for the employee and the supervisor. The purpose of corrective action is to resolve a performance problem or inappropriate conduct. It is not meant as a punishment. The intent is to head off serious trouble for the company, department and employee while maintaining a positive relationship with the employee. In some cases, the most appropriate corrective action is to terminate the employment relationship with the employee. However, in most cases, the most appropriate action is a Verbal Warning or Written Notice. With each option the overall strategy is to: Improve communications;  Clarify expectations;  Highlight potential consequences if the problem continues;  Gain commitment from the employee that he/she will correct the problem. It is your responsibility, as a supervisor, to take action to correct performance problems or inappropriate behavior. You can also depend on your manager and Human Resources to provide the advice and support you need. It is the employee's responsibility to make the changes necessary to resolve the problem.Company Corrective Action Guidelines 1. It is vitally important that you use the same approach for everyone. In fact, you must not even appear to have favorites among your staff, as this creates resentment and impairs your credibility. Consistency is also very important. Consistent behavior on your part leads to a sense of security for your employees because they will know how you will react in similar situations. 2. Follow through on company policies and department work practices: Use the Employee Handbook to answer employee questions;  Institute written department work practices to clarify expectations related to: Attendance Appearance Vacation requests Call-in procedures Expense reports Time records Work Schedules All subjects important to an effectively run operation within your department Review important department work practices and company policies regularly at staff meetings;  Orient new employees to work practices by giving them written copies and explaining them in person to offer examples and check for understanding. 3. Consult with your manager and Human Resources before taking action: Share ideas  Seek advice  Learn of previous examples and practices  Gain support 4. Demonstrate respect for: The employee with the problem;  Those affected by the problem;  Previously established performance objectives;  Written department practices and company policies. 5. Respond promptly and responsibly to all performance problems and violations. Do not overlook poor performance or inappropriate behavior. Otherwise, what could have been an effective coaching session may turn into an emotionally-charged confrontation. 6. Reinforce that it is the employee's responsibility to make the changes necessary to resolve the problem. 7. Take the corrective action that is most appropriate to the problem or offense. Consider the following:Seriousness of the problem or offense;  Number of incidents;  Consistency with previous actions for similar offenses;  Impact on overall employee morale;  Any mitigating circumstances;  Employee's prior conduct, past performance record, length of service  and willingness/ability to correct the problem;  Impact on the future, for you and others--You are setting a precedent. 8. Use effective listening skill s. Don't make assumptions. 9. Document all performance problems, incidents of inappropriate conduct and all corrective action meetings to assist memory recall and highlight employee patterns. If the discussion wasn't documented, it wasn't a corrective action discussion. 10. Use facts. Don't respond with emotions. Note: While describing possible corrective actions, the company maintains that employment is at-will. Both the employee and the company have the right to terminate the employment relationship at any time, with or without cause and with or without notice. In addition, the corrective actions described are not intended to serve as consecutive steps in a progressive process. Corrective actions may begin with any action deemed necessary by management.