Eventually, most managers will have to deal with employees who are
chronically late, rude to customers or are otherwise disruptive in the
workplace. Most managers dread addressing employee performance problems,
and the ever-present threat of litigation only adds to their fear. But,
with the help of this book, managers can save time and reduce the
stress associated with correcting employee performance problems.
The book is divided into seven parts. The first part introduces progressive discipline. The remaining six parts list sample write-ups for disciplining probationary employees, policy and procedure violations, performance transgressions, behavior and conduct infractions, tardiness and absenteeism, and termination notices, respectively.
Chapters in Part 1 cover progressive discipline, incident descriptions, employee rebuttals and frequently asked questions. It is not enough to simply document employee performance problems. Managers must be able to show they tried to rehabilitate employees in order for progressive discipline to work. Many companies employ a "three strikes, you're out" approach with a verbal correction, written warning and final written warning if the problem persists.
Chapter 5 answers frequently asked questions such as the following: How do I determine what level of discipline is appropriate for a given offense? How does the Family Medical Leave Act (FMLA) limit my right to discipline employees with attendance problems?
The sample write-ups use the same template throughout the book except for termination notices, which are in letter format.
In general, serious offenses are either covered at the end of a certain chapter or toward the end of the book. For example, Form #13 in Part 3 is a sample write-up of excessive personal telephone calls but Form #19 in the same section is a sample write-up of disclosure of confidential information about the company or its customers.
Compiled by Stacy VanDerWall, editorial assistant for HR Magazine.
The book is divided into seven parts. The first part introduces progressive discipline. The remaining six parts list sample write-ups for disciplining probationary employees, policy and procedure violations, performance transgressions, behavior and conduct infractions, tardiness and absenteeism, and termination notices, respectively.
Chapters in Part 1 cover progressive discipline, incident descriptions, employee rebuttals and frequently asked questions. It is not enough to simply document employee performance problems. Managers must be able to show they tried to rehabilitate employees in order for progressive discipline to work. Many companies employ a "three strikes, you're out" approach with a verbal correction, written warning and final written warning if the problem persists.
Chapter 5 answers frequently asked questions such as the following: How do I determine what level of discipline is appropriate for a given offense? How does the Family Medical Leave Act (FMLA) limit my right to discipline employees with attendance problems?
The sample write-ups use the same template throughout the book except for termination notices, which are in letter format.
In general, serious offenses are either covered at the end of a certain chapter or toward the end of the book. For example, Form #13 in Part 3 is a sample write-up of excessive personal telephone calls but Form #19 in the same section is a sample write-up of disclosure of confidential information about the company or its customers.
Compiled by Stacy VanDerWall, editorial assistant for HR Magazine.
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