Human Resources Management Flashcards
- Notice of performance expectations and consequences
Provide the employee with notice of the expectations (example: attendance, dress guidelines, customer service). Referred employee manual or other policy statement.
Also provide the employee with notice of future consequences if the issue is not resolved.
- Performance counseling
Me with the employee to go over how their concert or performance has fallen short of expectations
Give notice of consequences should the employee you continue to feel to meet the expectations
Discuss with the employee the steps he/she should take to meet with the expectations and within what timeframe
Document the session in writing (considered a written warning)
- Opportunity to correct
Give the employee the opportunity to correct her conduct or performance.
How much time is a reasonable amount of time will depend on the infraction.
If conduct or performance does not improve after the opportunity to correct is given, this shows that the employee has been treated fairly, i.e. was given a second chance.
- Consistency with internal policies and procedures
Follow progressive discipline guidelines and consult with human resources to see if all external laws of been followed.
Consistency is crucial-are other similarly situated employees being treated the same way?
Follow precedent unless there is a business-related reason to depart from it. If so, document the rationale.
Conduct or performance has not improved, we can and should move ahead with the consequences.
- Objective review
Before moving ahead with the consequences, seek an objective review from a third-party not emotionally involved in the process up to this point.
Document all steps of this process.
So how can we remember the steps?
Think of the word NOTICE…
N.O.T.I.C.E. (N)
Notice
Did the employee have notice of expectations and consequences?
N.O.T.I.C.E. (O)
Objective review
Can a supervisor to find a business related reasons for the actions taken to an objective, third-party reviewer?
N.O.T.I.C.E. (T)
Time to correct the deficiencies
Was the employee given a reasonable time to correct deficiencies or improve conduct?
N.O.T.I.C.E. (I)
Inform
the employee of the consequences that will follow at those goals are met-document the counseling session (written warning).
N.O.T.I.C.E. (C)
Counseling
Did the employee receive counseling? Was he/she told the performance is inadequate, his/her job is at risk, and where the gold for the employee to meet the expectations discussed?
N.O.T.I.C.E. (E)
Examine
the policies and procedures of the organization-
Were all relevant procedures followed?
If they weren’t followed, why not?
Is this document?
D.O.C.U.M.E.N.T. (D)
Date and sign the memo. It doesn’t have to be typed but be sure the memo is legible to others.
D.O.C.U.M.E.N.T. (O)
Outline the critical facts: time, date, who was involved, and what work related policy or practice is involved. Answer the journalist six questions: 5 Ws and how the incident occurred. Leave a personal comments, opinions, conjecture or speculation about what was motivating employees or what other employees thought about the situation. If other employees have offered their comments or complaints, ask them to put these in writing or summarize them yourself in a factual matter. They may be potential witnesses.
D.O.C.U.M.E.N.T. (C)
Communicate notice of expectations and consequences to the employee involved in a one on one counseling session, and have the employees sign and date the memo as documentation that the counseling session was held.
D.O.C.U.M.E.N.T. (U)
Unsatisfactory conduct: specify what was unsatisfactory about the employee’s conduct and what was expected that the employee did instead, if applicable.
D.O.C.U.M.E.N.T. (M)
Memorandum: the memo should go into employees file the document that the employee was on notice, received counseling, and was offered a reasonable time to get his or her performance up to snuff. The employee may want to know whether the memo is going to be “in my file”. The answer is yes, and that, “… it will be kept confidential, since only those individuals with a demonstrated need to know are given access to personnel files.” The memorandum should not be removed from the file after certain length of time, because with Murphy’s Law, as soon as it’s removed, the employee will start exhibiting the same behavior, and the nonprofit will have no proof that the employee had previously been counseled about the same performance concerns.
D.O.C.U.M.E.N.T. (E)
Expectations: identify everyone’s expectations. What are the expectations at the workplace regarding the situation? What specifically are the employers expectations? Remember, the job here is to fix the problem. The employee needs to understand that there is a problem, what the problem is, and what she or he needs to do to fix the problem. Ask the employee whether anyone else needs to do anything to aid the employee in addressing his or her problem. Remind the employee by showing her or him any written policy, procedures or memos that would have controlled the situation. If applicable, make a note in the memo whether these written policies were shown to the employee previously.
D.O.C.U.M.E.N.T. (N)
Next steps: Be clear about the next steps on your part and the employee’s part. Tell the employee and write in the memorandum what your future expectations will be. When will you meet again to discuss this topic? What are the consequences if the employee continues to perform in an unsatisfactory manner?
D.O.C.U.M.E.N.T. (T)
Time frame: Give the employee a reasonable time frame to correct his or her performance and reflect the deadline date in the memorandum. Be specific about the end-date of the time frame and what the consequences will be if the performance concerns continue beyond that deadline. One week is generally not reasonable, but three weeks might be – it depends on the factual scenario.
What is the Fundamental Fairness Formula?
5 step method to self-check that an employee is being treated fairly:
- Notice of performance expectations and consequences
- Performance counseling
- Opportunity to correct
- Consistency with internal policies and procedures
- Objective review by someone other than the decision-maker
