Disciplining Employees to Improve Performance

One of the first steps in addressing the problem is identifying the cause of the lack of performance. A manager facing this dilemma must first question whether he has clearly communicated both the performance standard and the current (and past) level of performance to the employee. This may reveal where the fault truly belongs. If an employee does not know what is expected of her, how performance is measured and how she is doing, a manager cannot fault her for poor performance. A manager must both identify and communicate these expectations. One important aspect of the performance appraisal process is taking time to set goals (establishing standards) with each employee on a regular basis and to discuss progress.

If the problem lies with the employee, the next area to explore, as much as is possible, is whether the employee is not able to perform or is not willing to perform. Is this an issue of ability or an issue of attitude?

If you have an “ability issue,” a number of questions come to mind. Can this be addressed by additional training? Is there work that can be adjusted among several people in a department or work group? Is there a completely different job that this employee might be suited to perform? Is this employee the stereotyped round peg in the square hole?

While answering these questions and others, be mindful of how the outcome of potential solutions could affect other employees. As important as it is to do right by the employee whose performance is suffering, a manager must not penalize those who are performing at an acceptable or better level. Creating an environment where the ones who are getting the job done but are seemingly penalized or saddled with more work (or less than desirable tasks), could make things far worse. In a workplace where some get all the work done and others get a free ride, there are problems lurking around every corner.

If the issue is not one of ability, it comes down to “attitude.” The employee is able to do the job—and has possibly done it in the past—but is unwilling to do so. In this case, a system of progressive discipline should be put to use. This system should be in place and communicated to staff members, rather than only pulled out and implemented when there is a performance problem.

The basic concept of progressive discipline consists of a series of warnings that progress in severity. The system may start with a one-on-one conversation between manager and employee. If the situation doesn’t change, there is a second conversation—this time documented in writing—addressing the same issue. The document should identify the problem, outline necessary improvements, provide a time frame for the improvements and spell out the consequences of failure to correct the issue. Both the employee and supervisor need to sign the document after the review.

Ideally, this will correct the situation. At that time, the manager should document the change in writing and file it with the previous paperwork. If there is no change, many companies move to a final meeting resulting in termination. The manager should have prepared written documentation of the reasons for the termination and the history behind them. Ideally, the document should be signed by the employee and two levels of supervisors.

There are several goals to the disciplinary process. Primary among them is having the employee improve his or her performance. Another is knowing you provided an employee several chances before letting him go. One goal you might hope you would never need—but would be very glad to have if circumstances dictate—is having a clear, written trail of the actions that led to the termination in the event the dismissed employee takes legal action.

Removing people who will not do what is necessary is essential. It allows a company to put someone in the position who will do the job and removes a negative influence from the rest of the staff. While it rarely is a pleasant task to fire an employee, it is necessary for an organization to reach its goals and potential.

While many discipline issues can be avoided by having good plans and policies in place for human resource functions—interviewing and hiring, job descriptions, employee communications, performance appraisals, etc.— there is no way to fully avoid hiring people who don’t work out. Finding out how to improve an employee’s performance or to remove him from the organization is a required skill.

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