Synopsis
A work environment that maintains high morale will have well-trained employees who work together to achieve the group's objectives with a minimum of counterproductive employee behavior. In specific instances where employee activities occur outside acceptable limits, the use of a Progressive Discipline Process is both fair and necessary.
Business CPR™ Progressive Discipline Process is how you help all employees contribute more to business results
When your different people management practices fail to produce the desired behaviors in your employees, you can either accept the adage, “you can’t teach old dogs new tricks,” or you can introduce progressive discipline to get the employee contributions your customers demand and your Profit Plan requires.
Progressive discipline involves a series of increasingly severe consequences (penalties) for repeated offenses, typically beginning with counseling through a verbal warning. Your progressive discipline policies position you with the management tools for ensuring fair, consistent disciplinary actions. The policy exists to ensure uniformity in the administration of disciplinary action and thus minimize exposure to discrimination claims, especially when an employee handbook or manual creates contractual or enforceable rights.
When a Progressive Discipline Process (PDP) is used, it must be designed carefully, backed up by transparent procedures, and well-trained supervisors administer. Click here to learn more on how to design a progressive discipline process.
The existence of a progressive discipline policy might be structured to require you, the employer, to follow that policy no matter the circumstances. Should your Progressive Discipline policy require you, the employer, to follow a series of steps before certain terminations occur, then you will not be able to take swift termination action. The key is the consistent application of your PDP to avoid unnecessary post-termination problems.
Why managers do not discipline employees for unacceptable workplace contributions
Counter-productive behavior and the reluctance or inability of managers to consistently and effectively deal with repeat employee behavior issues is a driving reason why management teams fail to realize their business goals. Failure by management to address employee behavior issues is severe. Employee problems cost you money and contribute to low morale and reduced productivity, which costs you even more money. The cost of behavior problems is very high, with a significant impact on the bottom-line profits.
Despite these costs, too many managers fail to perform disciplinary action consistently for the following reasons:
- Lack of Training: Some managers do not know how to administer discipline effectively and lack the confidence to tackle these employee problems.
- The Owner Will Not Back Me Up: Anytime a supervisor’s progressive action is overturned by the owner’s whim, any future disciplinary action will not occur.
- Fear of Consequences: Retaliation against the manager in the form of threats or physical damage against the manager or their property creates inaction.
- Other Managers Don’t Do It: Most managers are not likely to take action when others do not seem to care or are afraid of confronting employee performance problems.
- I Don’t Have the Time: Fact-finding, interviewing the parties involved, and the investigation process all take time.
- Feelings of Guilt: Some managers are guilty of the same kind of conduct at one time or another and feel guilty about disciplining someone else.
- Loss of Friendship: Disciplinary action may cause loss of friendship and alienation from members of the workgroup.
- Dislike of Conflict: Some people will avoid confronting a difficult situation, especially interpersonal conflict.
- Desire to be the “Nice Guy”: Some managers believe they will get more work and loyalty from workers who like them. They confuse being liked with being respected.
- They Don’t Care: Anytime a manager doesn’t care enough about an employee or their employer to address employee behavior problems, you have a manager who needs to be put through progressive discipline to confirm they want to be a manager in your company.
Examples of counterproductive behavior that progressive discipline is designed to address
The following represent types of employee behavior that are barriers to efficient performance. These behaviors represent a high cost to the company. Decreasing such counter-productive activities through better supervision, maintenance of positive discipline, and appropriate action programs will contribute to more successful operations. The most common counter-productive activities by employees include:
- Absenteeism: While there are legitimate and unpreventable absences, some are abusive. A well-devised follow-up program can reduce absenteeism at considerable cost savings to the company.
- Poor Quality: Low quality identifies itself in two ways: (1) re-work and the time involved in negotiating customer complaints and (2) rejects. Poor quality invariably leads to extra costs and permanent loss of business from an affected customer. Improved quality occurs when work activities are monitored and controlled by quality-oriented supervision.
- Accidents: Research has confirmed there is a direct relationship between accidents and employee dissatisfaction on the job. Even in an office environment, safety violations or careless acts should lead to some form of corrective action.
- Inventory Shrinkage: Any shrinkage of material and product related to theft, carelessness, or faulty record-keeping must be addressed immediately.
- Machine and Equipment Repair: Machines and equipment do wear out. They need preventive maintenance and repair. Any sabotage, neglect from indifference, or careless abuse caused by the “it’s not mine” syndrome creates unnecessary repair costs while reducing safety and productivity.
Any other types of employee behavior which are disruptive, destructive, or both require immediate attention by management, either through positive behavior change strategies such as suspension or, when necessary, termination. Examples include insubordination, falsification of work records, fighting, theft, drinking, use of drugs, etc.
Fear of punishment is a powerful deterrent to employee behavior problems
While the people professionals stress the positive approach to having an engaged workforce, the reality is, fear of punishment is still the most effective deterrent understood by most employees. Permissiveness, neglect, and inattention by supervision to consistently apply workplace rules create a license for some to take advantage of the situation. In such cases, determination to exercise firm discipline is often the best remedy.
On the other hand, when employees understand and accept rules that they consider sensible and fair, they become built-in regulators of employee conduct and reduce the negative impact of counter-productive behavior.
What does fair and decisive employee discipline look like
Discipline is defined as treatment that corrects or punishes unacceptable behavior. Unfortunately, discipline is frequently considered in this narrow and punitive sense. When discipline is synonymous with punishment, it is wholly negative.
Discipline can also be defined as a CONSTRUCTIVE, POSITIVE FORCE that enables people to work well together. Discipline should mean that each employee knows their job well and works cooperatively to carry out assignments and achieve their goals on time.
The purpose of progressive discipline is to correct the employee’s behavior and restore the person to an acceptable state within the workgroup. It should also deter other employees from being tempted to do the same or similar kinds of acts. The manager’s actions serve as a constraint upon future individual or group behavior of a negative nature.
Seven critical factors to consider before disciplining an employee
No two employee problems are ever quite the same. This creates some stress and uncertainty in how to proceed in a case where discipline may be necessary. At the same time, managers are likely to find comfort in having a simple formula to apply to all circumstances. Realistically, life and people are infinitely more complex, and the situational variables are many. Therefore, the manager must carefully investigate and thoroughly consider the following critical factors in arriving at the course of action in a disciplinary case:
- Seriousness of the Problem: Is it a major infraction requiring immediate action or suspension while the investigation is conducted?
- Time Span: Has this or another infraction been caused lately by the same employee?
- Frequency of the Same Problem: Is the incident one of a recurring pattern of behavior? Is it a minor or a significant infraction?
- Past Practices: This is a critical area. How has the company handled similar situations in the past? How have they been handled in the manager’s/manager’s department?
- Employee’s Work History: Is the employee typically a cooperative worker? How long have they been with the company? What has been the quality of their past contribution? How is their physical and emotional health?
- Extenuating Circumstances: Are there unusual factors that have contributed to the situation?
- Defined Rules: Are rules governing employee conduct clearly defined and communicated to employees, and can all employees be reasonably expected to know them?
The best progressive discipline programs are based on the following guidelines:
- The rules are reasonable.
- The rules reflect the needs of the company to sell its products and services and serve the customer efficiently.
- The rules have been discussed with employees to ensure that each employee understands them and their reasons.
- The rules pertain to the workplace. They do not restrict employees’ lives, except for matters that might be serious enough to affect the business or its reputation in the community adversely.
- The rules are consistently enforced. Infractions are dealt with fairly, and punishment is given uniformly.
As a business owner, you are entitled to have a disciplined workforce in your employ. Every company has the right to make and enforce reasonable rules to govern employee performance and conduct. This means that employees can be expected to comply with rules that are reasonable and understood.
A work environment that maintains a high degree of morale will have well-trained employees who work together to achieve the group’s objectives with a minimum of counterproductive employee behavior. In specific instances where employee activities occur outside acceptable limits, the use of a Progressive Discipline Process is both fair and necessary.
Would you like help establishing a progressive discipline process?
Click here to speak with one of our certified BusinessCPR™ Coaches to learn how to quickly set up a personalized progressive discipline process to help you deal fairly and decisively with difficult employees.
Would you like some help establishing a progressive discipline process?
Click the link below to speak with one of our certified BusinessCPR™ Coaches to learn how to quickly set up a personalized progressive discipline process to help you deal fairly and decisively with difficult employees.
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