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Liderazgo Empresarial

Performance Management
Corrective Action

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Leadership Functions
Increase your effectiveness when you…
• Move to correct an
employee’s continuing
unsatisfactory performance
• Work with an employee to
correct problem behavior that
is negatively affecting the
performance of others
• Give an employee a verbal
disciplinary warning
• Take formal disciplinary
action

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Clues to watch for
Use corrective action when you notice…
• An employee has not
responded well enough
to prior coaching and
performance is still below
standard.
• You received a serious
and justificable complaint
about an employee’s
performance or behavior
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Clues to watch for
Use corrective action when you notice…
• An employee has violated
the organization’s rules
of conduct, and
disciplinary action is
required
• An employee’s behavior
is so seriously off track
that it must stop
immediately.
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Performance Management
Corrective Action
• Company’s Philosophy
– Give feedback and correct behavior
– Discipline is progressive, unless
circumstances dictate otherwise
– Supervisor discretion
– It’s unacceptable to avoid taking corrective
action to avoid a conflict

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Performance Management
Corrective Action
• Performance Evaluation Process is
foundation for managing performance
– Set performance expectations
– Periodic feedback
– Performance Review & Summary

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Performance Management Continuum

Taking Corrective Coaching for


Optimal
Action Performance

Not Meeting Acceptable Meeting and


Expectations Exceeding
Performance
Expectations

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Cues for Taking Corrective
Acceptable
Performance “Just keeps getting worse”

STOP

Acceptable “Once is once too much”


Performance

STOP

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Corrective Action Steps
• These steps are recommended, but
circumstances may dictate either
deleting or adding steps:

1. Verbal warning
2. Written warning
3. Final writing warning or unpaid
suspension
4. Termination
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Think Before Taking Action
• Is behavior frequent
& serious?
• Describe behavior,
performance to be
changed
• Is training necessary?
• Are expectations
understood by
associate?

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Think Before Taking Action
• Are others similarly
situated?
• Do you need more
facts?
• Be objective
• Maintain
confidentiality
• Document your
interviews, findings

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Think Before Taking Action
• In summary ask…

– Can He/She do the


job?
– Does He/She know
how?
– Doesn’t He/She
want to do it?

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Formal Discussion/Corrective Action
1. Explain the difference between
performance and agreed-upon
expectations

2. Describe impact

3. Get associate’s point of view

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Formal Discussion/Corrective Action
4. Ask associate for ideas on how to
correct the situation. Add your own

5. Explain action you will take and why

6. Agree on action plan and follow-up

7. Express confidence that associate can


correct the situation
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Documentation
• Documentation is the written, factual record
of circumstances surrounding an associate-
related decision made by supervisor or
manager

• Document situation, so that:


– Decision maker can review fact objectively
– Record on how decision was made
– Record on each individual’s account
– Shows associate seriousness of situation

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Documentation
• Document when associate performance is not
meeting expectation and/or behavior has not
improved sufficiently
• Describe what action you are taking
• Describe consequences if not improvement –
“Failure to improve could lead to further
disciplinary action, up to and including
termination”
• Express confidence in associate’s ability to
correct behavior

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Format for Written Documentation
• Address memo to associate, not to file
• Under subject indicate actioin – Writing
Warning
• Begin with:
– Description on inappropriate behavior or action
– Describe previous discussions or warnings, if any
– Give concise background if need
• Describe why behavior was inappropriate.

Fin
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