Business Builder Bob - Corrective Action #6

In the first post on this subject we discussed the need to immediately point out unacceptable behavior...stop it immediately without embarrassing the individual. Then meet later to talk about corrective action. Performance issues usually build up and can be planned for. Either way, here are some things to think about in preparation for your corrective action session.

First there are some obvious planning questions. What is the difference between the individuals performance/behavior and the minimum required? How did their performance negatively impact you and/or the organization?

Check your company policy to make sure you are documenting the corrective action and determining consequences consistent with the policy requirements. If you do not have a company policy, corrective action usually takes 3-4 attempts before termination can be considered. Escalating consequences are typically 1) first written warning, 2) second written warning, 3) suspension, and 4) termination.

Here are some less obvious things to think about ahead of your session. Does the impact on you and or the organization really merit corrective action? Once you start down this path, it is hard to back up without losing some credibility.

Also, are there things beyond the individual's control that are affecting their performance. This may be cause to turn your attention to a systemic issue, rather than individual corrective action.

Gather your thoughts, prepare for the 8 steps for a best practice corrective action and you will greatly improve your success rate turning these situations around.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #5

It is time to summarize and close out the Corrective Action Session. There are 3 elements left.

Summarize the agreed upon plan. What changes will be made (by when)? What results are expected (by when). Include a follow up session in your plan to make sure the individual is on track.

Second, WRITE IT DOWN. This is an essential part of most company policies for corrective action. You may have been able to prepare something ahead of time that can be edited. Or, you may have to do it now. The objective is to let the individual read what will undoubtedly be put in a file for future reference if needed.

Document the unacceptable performance/behavior, how it negatively impacted the organization, consequences if not corrected, and your action plan.

Finally, express confidence that the individual can turn this around. Make sure they know you are there to help if they need it.

These are the elements of a best practice for corrective action. I hope you don't need to do this often. Constructive Feedback is a great way to positivity reinforce good behavior and can help head this off. There will be one more post on this subject with some ideas for getting ready before a corrective action session.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #4

In the first two elements we discussed the performance shortcomings and the adverse affect of the individuals performance on you and/or the organization. In the second two elements we asked for the individual's view of the situation and for their ideas on how to improve performance. And, you added your own ideas.

This next element may be unpleasant, but it is critical. What are your next steps going to be if the performance is not improved. In most businesses, this is spelled out in company polity and it typically escalating consequences leading eventually to termination if the unacceptable performance/behavior is not improved. And, these policies break down if next steps and consequences are not made clear at each step. Ultimately, a poorly executed (and undocumented) series of corrective actions that leads to termination, may result in a lawsuit or labor board hearing for unjust termination.

So, explain what will happen next if the indiviual's performance does not improve - written warning, suspension, termination, etc. For this to be effective, make sure that it is also clear what measurement will be used to determine acceptable performance.

In the next three elements, we will summarize and finish up the corrective action session.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #3

In the first two elements of corrective action, we discussed the difference between the individual's unacceptable performance and the expected performance (or behavior). Then the negative impact was pointed out.

The third element is to get the the individual's view of the situation. Has there been a misunderstanding or miscommunication? Are there extenuating circumstances? This should not turn into an opportunity to make excuses, but it is important to let them have their say. Make it clear that whatever the reason, the performance or behavior HAS to improve.

Now in the fourth element, ask the individual for suggestions on changes they can make to achieve acceptable performance. This is a good way to test if they are really understanding what is needed and what is expected. Clarify their ideas and clarify any misunderstanding about what the end result must be. You can also add your own suggestions.

It is important that the indivdual leave the session with a clear understanding of what they have to do and how success will be determined. Their job may be at stake.

4 element have been described. There are still 3 more coming in the next blog.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #2

Step 1: Discuss the difference between the present performance and the acceptable performance. This should not be a revelation if the individual was properly trained and expectations where properly established. The difference been their performance or behavior and acceptable performance or behavior should be clear.

Step 2: Describe how their poor performance is affecting you and others in the organization. Be as specific as possible. If there is a direct personal impact to yourself, let them know.

It is not enough to say performance does not meet minimum expectations. The individual must also understand why this is important. For example, it is not fair to others if they are not pulling their weight. Or, there may be other people (yourself included) who are depending on them and they are letting you down.

These two steps set the stage for trying to turn around the situation.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #1

Taking corrective action is meant to address unacceptable performance or behavior. Although you will want to give it a little thought before you start the session, it is very important to take the corrective action as soon after the unacceptable behavior as possible.

In fact, when you see unacceptable behavior occuring, it is imperative to address it immediately...a safety violation such as not wearing protective goggles, someone has pornography on their computer, smoking in a non-smoking area. You absolutely can not walk by without addressing it. Your credibility as a leader and superviosr will take a big hit if you let it pass.

Here's a great tip. Stop the unacceptable behavior and tell them you will meet later to discuss it. That maintains your credibility and gives you time to prepare for the corrective action session.

One other point about your immediate reaction to stop the behavior. Do not publicly embarrass the individual. That will only make them defensive and/or defiant and you may lose control of the situation. Take them aside, speak quietly, or ask others to move on. Then you can address the inividial and stop the behavior without adding embarrassment into the equation.

Don't miss the next few blogs. You may have a lot of training and investment in the individual you are taking corrective action with. Let's use a best practice to get them back on track.

Bob Tetu
Business Builder Bob