ADDRESSING

EMPLOYEE CONDUCT
PROBLEMS
and
PREVENTION OF
EMPLOYEE
MISCONDUCT
PREPARED BY:
MS. ROCHELLE I. SANCHEZ, LPT
ADDRESSING
EMPLOYEE
CONDUCT
PROBLEMS
 ADDRESSING
EMPLOYEE CONDUCT
PROBLEMS
If an employee is
exhibiting conduct problems,
there are many steps that a
supervisor may take to help
that employee to improve.
Below are some examples :
 0
1 D iscuss any misconduct or
performance problems directly with
the employee. Give the employee an
opportunity to provide an
explanation, and carefully listen to
and consider what the employee has
to say.
0
2 C learly explain expectations
to the employee and review any
rules. regulations, or policies in the
area where the employee is
exhibiting problems. Provide the
employee an opportunity to ask any
questions and offer assistance in
complying with your expectations.
 0
I f applicable, develop a plan
3
with the employee directed at helping
to improve misconduct. If possible,
set time limits for improvement and
be very clear about the consequences.
 0
4 G ive the employee
periodic and specific feedback. Be
firm and clear about what
improvement you expect to occur.
Tell the employee you may have to
take further steps if behavior does
not improve.
0
I f misconduct continues,
5
the supervisor may choose to orally
admonish the employee, providing a
strong message that further
incidents of similar misconduct may
lead to more formal action. If after
all informal attempts have failed and
the misconduct continues, the
supervisor, following consultation
with HR, may decide to formally
discipline the employee.
PREVENTION
OF EMPLOYEE
MISCONDUCT
 PREVENTION OF
EMPLOYEE
MISCONDUCT
Discipline is something
that can only be imposed after an
act of misconduct has already
occurred, but managers and
supervisors can use strategies to
prevent misconduct before it
occurs.
 PREVENTION OF
EMPLOYEE
MISCONDUCT
When an act of
employee misconduct does
occur, supervisors should
know how to deal with the
situation effectively.
 PREVENTION OF
EMPLOYEE
MISCONDUCT
Certain actions by
supervisors can serve to
prevent employee
misconduct from ever
occurring.
 PREVENTION OF
EMPLOYEE
MISCONDUCT
Managers may help to
prevent the necessity for
disciplinary action b recognizing the
fundamental worth and dignity of
the individual employee and
communicating their belief that all
employees should strive for and
reach their highest potential.
 PREVENTION OF
EMPLOYEE
MISCONDUCT

Some examples of ways in

which supervisors may be able t
prevent employee problems
include:
0
1 S etting an example by their
own conduct; maintaining high
professional and ethical standards
as leader of the organization;
0
2 P roviding a high-quality
work environment that is
conducive to innovation and
increased productivity;
0
E stablishing and
3communicating clear
guidelines concerning their
expectations for the
operations of their office;
0
4 E stablishing objective,
understandable, obtainable,
and measurable performance
standards and
communicating them clearly
to employees; monitoring
performance and giving
frequent feedback;
0
H olding employees
5
accountable for result and
recognizing and rewarding
good performance;
0
6 P roviding opportunities
for individual growth and
development through
training and seminars.