Ruby's Blueprint for an Effective Disciplinary Meeting by Ruby Newell-Legner

By Ruby Newell-Legner, CSP

These tips are highlights from Ruby's "Facing the Challenge of Challenging Employees" Training Program. To learn more about this program visit http://www.rubyspeaks.com/programdesc.asp.

Analyzing the Situation

Ask yourself, what are the possible reasons for the problem?

They don't know what is expected of them.
They don't know how to do what they are supposed to do.
They think they are doing it correctly now.
They have a better idea of how to do the job.
There is no negative consequence to them for poor performance.
There are obstacles that are keeping them from doing it correctly.
They think something else is more important or takes a higher priority.

Be sure you have clarified your expectations for every position

Planning the Meeting

Be specific about the appropriate behavior and the performance standard you require of your employees.

"Employees are not allowed to carry their personal cell phones or pagers while they are on duty."

If many of the staff members are breaking the rules-address it in a staff meeting or in a newsletter. If the issue involves one individual, take them aside. Request a meeting with the individual and hold the session in private, away from other staff members and guests.
Consider what you're going to say to the employee beforehand.

"Susan, there's something that's concerning me and I need to talk to you about it."
"Mike, I'm dealing with a situation that's troubling me. I need your help in getting it resolved."
"Chris, there's something that's bothering me and I need to see if I can get your help in getting it taken care of."
"We are here today to clarify performance expectations and to discuss solutions."

Deal with one issue at a time. Explain the problem in terms of actual performance and expected behavior.
Think about any possible rebuttals or excuses you may get from the employee and be ready to counter them.

"I understand you have had some difficulty with transportation. What steps can we take to get you here on time for your next shift?"

During the Meeting

Be sure to follow the protocol for handling discipline situations that has been established by your organization. Perhaps suspensions first, if warranted, then review with your supervisor before taking further action.
Give feedback directly, not through e-mail, voice mail or through another messenger.
Be direct and sincere. Express your concern for the area of performance you feel needs to be improved.
Describe the performance problem or area that needs improvement and define its impact on you, the employee, the department, and the organization.

"Our goal is to have the facility safe in all areas. If someone is not in their assigned location, their area is not being covered and the area is not secure."

Avoid giving mixed messages - avoid "yes but" statements such as "You've been doing a good job but I am concerned about your work on..." These kinds of messages negate anything said at the beginning of the statement and the sincerity of the message-giver comes into question.
If an employee gets emotional, wait until they calm down before you proceed.

"I understand you may be upset over this situation. We can continue this conversation when you regain composure."

Try to combine good aspects of the employee's performance with the negative behavior if it is feasible to do so.

"You have demonstrated your reliability in the past. What steps can we take to insure that you arrive for your shift on time?"

Explore the causes of the problem. Use questions to get the employee to talk about the situation:

"Tell me about it."
"What can you tell me about this?"
"Is there something I should know?"
"Is my understanding accurate?"

Listen to what the employee has to say and acknowledge the employee's feelings.

"So what I am hearing you say is..."

Even though you want to hear what an employee has to say, don't let the worker sidetrack you by bringing up unrelated issues or other employees' behavior.

"We need to take one issue at a time, right now, let's focus on.... and discuss.... later."

At the End of the Meeting

At the close of the session, agree on what was discussed and the appropriate improvements.
If you fail to gain agreement, discuss the adverse effects of the problem, and if necessary, the logical consequences the employee will face if he or she chooses not to correct the situation.

"Failure to correct the situation could lead to disciplinary actions up to and including termination."

Summarize any actions you expect the employee to take, as well as any agreements you reach with the employee. Document the conversation and if appropriate, have the employee sign a statement. Provide copies of the document for all parties and place a copy in the employee's personnel file.

"Thank you for agreeing to be on time to start your shift prepared. Your continued employment will be based on your ability to meet these requirements."

After the Meeting

Provide feedback on progress and schedule a follow-up meeting to ensure accountability.

"I noticed that you arrived for work early today. Thanks for being ready to start on time."

Additional Books Recommended by Ruby: Neal, James A. Effective Phrases for Performance Appraisals: A Guide to Successful Evaluations. Neal Publishing, 2000.

Franklin, Marvin. An Honest Chance: How to give a Problem Employee an Honest Chance to Leave in Five Stress Free Steps. Writers Club Press, 2002.

Grote, Dick. Discipline Without Punishment: The Proven Strategy that Turns Problem Employees into Superior Performers. AMACOM, 1995.

Brounstein, Marty. Handling the Difficult Employee. Crisp Publications, Inc., 1993.

Buckingham, Marcus and Coffman, Curt. First, Break All the Rules: What the World Greatest managers do Differently. Simon and Schuster, 1999.

Bacal, Robert. The Complete Idiot's Guide to Dealing with Difficult Employees. Alpha Books, 2000.

Keating, Charles J. Dealing with Difficult People: How you can come out on Top in Personality Conflicts. Paulist Press, 1984

Del Po, Amy and Guerin, Lisa. Dealing with Problem Employees: A Legal Guide. Nolo, 2002.

Repa, Barbara Kate. Firing without Fear: A Legal Guide for Conscientious Employers. Nolo, 2000.

Sherman, V. Clayton. From Losers to Winners. AMACOM, 1987.

Lloyd, PhD, Ken. Jerks at Work. Career Press, 1999.

Tompkins, Neville C. Managing Employee Performance Problems. Crisp Learning, 1997.

Career Press. Peak Performers. Career Press, Inc., 2001.

Linkemer, Bobby. Solving People Problems. AMACOM, 2000.

To schedule training or to see when Ruby will be presenting in your area, visit www.RubySpeaks.comor call Ruby's office in Littleton, Colorado at 303-933-9291

Ruby Newell-Legner, Certified Speaking Professional, is considered the pre-eminent Customer Satisfaction Expert in the Leisure Industry today. For over two decades Ruby has been helping organizations make exceptional customer service a way of life.