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Corrective Action Quick Training

Keep This in Mind

  • USU's Office of Human Resources is available for assistance.
  • Email is a poor way to deal with corrective action.
  • Don't act in the moment and don't make it personal.
  • Understand all sides before you make a judgment.
  • Termination is not to be undertaken without talking with Human Resources.
  • Refer to Policy 311 (Corrective Action)

Why do It:
  • Prevent problems before they arise or before the escalate.
    • Let employees with unsatisfactory performance know how they are doing.
    • Be transparent.
    • Take best advantage of people's skills and interests; switch responsibilities if necessary.

Why do It:
  • Define Your Objective
    • Be clear about the desired outcome (Improve employee behavior).
    • Get the facts from employees. Get the whole story, including opinions and feelings and any third party complaints, ensuring confidentiality.
    • Listen, don't jump to conclusions. Then weigh and decide.
    • Take thoughtful action. Don't hope it will just go away.
    • Check results. Did you get the outcome you wanted?

  • Follow USU Policy 311 - Corrective Action, (clarify where you are in the process):
    • A Letter of Expectaion
    • Oral Reprimand
    • Written Warning
      • Nothing in the letter should come as a surprise to the employee.
      • It should be given face to face.
      • It should address performance issues and not things such as medical issues, and etc.
    • Suspension/Termination and Other sanctions including final sanction (typically immediate dismissal). Use Policy 399 (Termination of Exempt and Non-exempt Staff) as appropriate.Remember: termination is not to be undertaken without talking with HR.

  • Lead by professional example. Remain calm and non-judgmental.
  • Ask employee to sign warning documentation.
    • Inform the employee that his/her signature does not mean "I agree with this." It means "I received it."
    • If employee won't sign document, invite a third party (usually HR) to witness the supervisor explain that the document must be signed and will go into his/her employee file, or to witness that the employee was given evaluation but refused to sign. Have the third party sign and date the document.

  • Tell the employee that the document will go into his/her employee file.
  • Do timely follow-up on performance issues and documentation.
  • If situation deteriorates, take a time out to cool off, for both supervisor and employee.
  • Don't wait too long or fail to follow-up, which diminishes managerial influence.