Many managers consider progressive discipline as a necessary evil – an experience where the manager must document ongoing performance issues or violations and engage in a negative confrontation with the employee to deal with it “or else”. The or else part usually refers to termination. The true goal of progressive discipline is to provide a positive fair process for correcting problems in a non-punitive way. It is interesting to note that the word “discipline” is derived from the Latin word “disciple”, which means “to teach”. It already sounds less daunting, doesn’t it? Discipline, when administered properly, is not as unpleasant as you might think.
What is progressive discipline?
Progressive discipline is a process for dealing with job-related behaviour that does not meet performance standards. It is the role of the manager to provide clear expectations, identify performance problems and provide feedback to correct the problem. Unfortunately progressive discipline is often viewed as punishment on the road to termination. While termination can be the outcome, successful turnaround of the situation is truly the desired outcome. Today, coaching models are often used to promote good discussion and chart the disciplinary process.
What is the purpose of progressive discipline?
- To improve employee performance
- To correct a problem
- To provide coaching
Does my organization have a progressive discipline policy?
Ideally, a thoughtful and well-communicated progressive discipline policy can assist the employer in promoting a sense of fairness and internal justice in the workplace, as well as assisting employees in overcoming difficulties and meeting job expectations.
When employees have access to the policy and understand that there is a formal process, they view the organization as one that promotes fairness and one that deals with employee issues as they impact others in the organization or violate codes of conduct.
Have I been fair and consistent in dealing with performance or disciplinary issues? As a manager or supervisor, do I treat all of my staff equally or do I have favourites? Does the “punishment fit the crime”? Do I hold a coaching meeting with each employee in the same manner using the same questions and guidelines? These are just some of the questions to explore.
Do my employees understand standards of performance?
The method in which we communicate our standards and expectations is critical to the success of our organization and can prevent many unfortunate disciplinary meetings. Only if employees have access to policies such as attendance, job descriptions, and all other company standards or procedures can they understand standards of performance. Ongoing communication can occur at several points during their employment:
- Orientation
- Performance reviews
- Meetings
- Policy updates and/or awareness
- Training and workshops
What is my role as a Supervisor or Manager?
By being well-versed in the progressive discipline policy and cycle, one can promote a sense of fairness and internal justice in each department. When there is an issue, the process will demonstrate to staff that the organization is responsible and is taking action to resolve issues.
It is also a manager’s responsibility to communicate personal boundaries and working style. Ultimately managers are responsible for ensuring that employees under their direction know what is expected of them. When talking and listening to staff, managers can assist them in knowing and understanding some of the unspoken rules as well as the written ones.
What are the four stages of the progressive discipline cycle?
Very briefly, the 4 stages are:
- Verbal reprimand (or warning)
- Written reprimand (or warning)
- Suspension or Demotion
- Termination or Successful Turnaround
Degrees of discipline are generally progressive and are used to ensure that the employee has the opportunity to correct his or her performance. There is no set standard of how many verbal warnings must be given prior to a written warning or how many warnings must precede termination. It is critical, however, that all warnings are documented to file. Factors to be considered when writing and issuing a warning are:
- How many different offenses are involved
- The seriousness of the offense
- The time interval and employee response to prior disciplinary action(s)
- Previous work history
Exceptions exist. When serious offenses occur such as fighting, theft, violence, or abuse of alcohol on site, termination may be the first and only disciplinary step taken.
Hot Stove Rule
To increase the likelihood of positively influencing employee performance and protecting against legal action, consider Douglas McGregor’s “hot stove rule”:
- Foreseeable. Just as the flames provide warning that you will be burned by touching the stove, your employees should know in advance that poor conduct or performance will result in specific, predetermined consequences.
- Immediate. When you touch a hot stove, you know instantaneously that you have done something wrong. Similarly, an employee should be quickly told if he or she is failing to meet expectations.
- Impersonal. The fact that you are burned is a function of the stove, not who you are. Likewise, the discipline applied in a particular situation should reflect the offense, not the person who committed it.
- Consistent. Regardless of who touches a hot stove, the result will be the same each and every time. This is also true of discipline; it should not be applied arbitrarily, nor should it differ, for the same offense, from one person to the next.
Focus on coaching, not terminating
While coaching is a topic in itself, the basics call for listening, observing, acknowledging the employee’s story, and providing feedback. A coaching meeting includes creating a joint action plan with a specified time frame for improvement. While the discussion also involves explaining required changes in behaviour, it provides the opportunity to examine the employee’s willingness to change and ability to do so. When performance is the central issue, coaching meetings are highly recommended.
If we regard the idea of progressive discipline as coaching or as a positive fair process to help an employee get back on track, the negativity associated with it dissolves. Realistically not all performance issues or offenses end on a happy note and termination is often the end result. However, don’t lose sight of progressive discipline as a healthy process that is corrective. Our Latin studies have a word for it – to teach.
Source: “Discipline: The Most Dreaded Management Task”, an article by Christina Morfeld
Source: Fairness in the Workplace: The Dos and Don’ts of Human Resource Management, 2nd Edition, by Aneli LeGault CCH Canadian Limited
Source: Progressive Discipline Workshop Material, Workplaces that Work!, 2004
Teresa Howe, CHRP, author and principal of Workplaces That Work!, offers human resources consulting and training. An experienced HR executive, she directed the HR function at a company that was recognized as one of Canada’s Top 100 Employers for a record four consecutive years. A long-standing member of the HRPAO, she also serves as president of the Board of Directors for JobStart, a not-for-profit organization that helps people overcome barriers to employment. For customized workshops or consulting information, please email Teresa at tandthowe@yahoo.ca.
