Analyze data – Example: Employee builds wall in 7 days, standard in community is 5 days.
Documenting Discipline (pp. 9-11) Why is documentation so important? 1. To confirm what did/did not occur (legal) 2. Most objective, can review and reconsider 3. Consistency Why do we use discipline? Discipline = “To train (a person) to act according to the expected norm”
Documenting Regularly (p. 24) How should I document? Notebook/Notepad Calendar (if electronic mark private) Journal in Outlook What should I document regularly Conversations about work assignments Training Informal counseling or coaching sessions Good work and kudos Customer complaints and compliments Disciplinary actions (Progressive Discipline)
FOSA+ System (pp. 8-9)F Facts to define the problem.O Objectives that explain to the employee how to resolve the problem S Solutions that can help the employee reach the objectivesA Actions you will take if the problem is not corrected+ Plus your overall efforts to help the employee succeed
Step 1: Facts (FOSA+)(pp.33-35) Avoid Subjectivity & Conclusions Remove the accusation The 5 W’s What happened When it happened Where it happened Who was involved Why it happened
Step 1: Facts (FOSA+) (pp.36-38) Use your five senses “I saw…” “I heard…” “I touched…” “I smelled…” “I tasted…”
Step 1: Facts (FOSA+) (pp. 39-41) Third Party Observations Be careful Confront the individual with the information Use Witnesses with factual information Use techniques from previous slides
What not to write… These individual quotes were reportedly taken from actual employee performance evaluations in a large US Corporation. "Since my last report, this employee has reached rock bottom.....and has started to dig." "I would not allow this employee to breed.“ "This employee is really not so much of a has-been, but more of a definite wont be." "Works well when under constant supervision and cornered like a rat in a trap." "When she opens her mouth, it seems that it is only to change feet." "He sets low personal standards and then consistently fails to achieve them." "This employee is depriving a village somewhere of an idiot." "This employee should go far...and the sooner he starts the better."
Step 1: Facts (FOSA+) (pp. 76-77) Gather the accused employee’s perspective on the situation if it is a third party claim 1. Approach using the techniques described ○ Five senses ○ Facts 2. LISTEN ○ This will likely be a shock to the employee ○ Assure them you are only investigating, not accusing ○ Take notes and read them back to the employee (Why?) Another good approach is copy your notes from that conversation
Step 1: Facts (FOSA+) (pp. 76-77) Objectively analyze all the facts Ensures your information is complete Ensures you are proceeding in a fair objective manner Opportunity to compare situation to other disciplinary actions for consistency Have a third party review your conclusions (VP or HR)
DECISION POINT Facts Collected Documented effectively Analyzed Reviewed (with VP or HR)Decide appropriate discipline - Training - Counseling - Verbal warning - Written warning - Final written warning - Termination
Step 2: Objectives (FOSA+)(pp. 44-51) When writing think: Specific Positive Required Complete Achievable Performance Objectives Give the employee a specific behavior pattern to follow OR Set specific result for the employee to achieve
Step 3: Solutions (FOSA+)(pp. 51-53) “Offering an employee solutions to help him or her resolve a problem is one of the most important steps you can take.” Solutions don’t have to be elaborate, just effective.
Step 4: Action (FOSA+) (pp. 54- 56) What must be communicated in “Action”?1. The specific action you are taking now and scheduled follow-up e.g. - Training - Counseling - Verbal warning - Written warning - Final written warning - Termination2. The action you will take if the employee’s behavior falls short of the objectives.
Step 5: Plus (FOSA+) (pp. 57-59) Stay positive and work as a coach Communicate that this is to help not hinder. Remember definition of discipline This is not punitive We are communicating the need to change If Actions are not met, you defined the consequences in Step 4 (Actions)
Progressive Discipline (p. 60) Training Counseling Verbal Warning Written Warning Final-Written Warning Termination Steps are subject to being skipped at discretion of VP and HR Consistency = Managing similar situations the same e.g. gross misconduct
NDUS HR Policy 25:Job Discipline/Dismissal If the Progressive Discipline results in the following consequences: Dismissal from employment Suspension without pay Demotion to a lower pay rate Adhere to requirements set forth in NDUS HR Policy 25
Meeting with the EmployeeStep 1: PreparationVideo of a poor review (Click Here) Be thoroughly prepared (over-prepared) Documentation Policies Etc. Make sure your facts are accurate Ask HR and/or another manager to be present Why? Prepare a written FOSA+ Summary as documentation for the file Add signature lines
Meeting with the EmployeeStep 2: The Meeting1. Tell the employee why you are meeting2. Emphasize the “+” - Plus Here to make aware and help3. Explain the “F” - Facts Allow the employee to ask questions Do not argue facts If an unknown fact presents itself that raises doubt, put the process on hold immediately Ensure the employee understands the purpose and facts Example Video of miscommunication in the meeting (Click Here)4. State your “O” - Objectives
Meeting with the EmployeeStep 2: The Meeting5. Ask the employee for their suggestions on how to improve. They will likely match, which is good Why?6. State your “S” – Solutions7. Summarize with your “A” – Actions8. Sign and Date the form for the file Signature acknowledges the information was shared, not that they agree
Meeting with the EmployeeStep 3: Follow-up Schedule regular follow-ups i.e. ○ Daily ○ Weekly ○ Monthly
Citations Deblieux, Mike. Documenting Discipline. Virginia Beach: Coastal Training Technologies Corp., 1995.