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.