| The difficulties that come with a problem | | | | Before the meeting, you should gather as many |
| employee may seem easily corrected by | | | | facts and information as possible. This will aid you |
| termination. However, if you believe the | | | | during the discussion with your problem employee. |
| employee's performance can be altered, | | | | Once the meeting starts you should outline the |
| counseling employees is an intermediate step | | | | current problem, and then allow the employee to |
| before firing. | | | | respond. The information you collect for the |
| Counseling employees takes a strong attitude and | | | | employee during this meeting will help you set the |
| a plan of action. Your plan of action must | | | | tone for the next actions in which you will take. |
| effectively alter your employee's behavior so their | | | | After the meeting, you should get back to your |
| work performance improves. | | | | employee as soon as possible. Gather all the |
| Too often, however, employers mistake | | | | information you have collected, and decide what |
| disciplinary action as disciplinary counseling. Simply | | | | steps are next. If you feel the employee is |
| citing your employee with a letter of reprimand | | | | sincere, and their behavior is correctable, then you |
| may improve your employee's work | | | | should decide on steps to improve and motivate |
| performance, but often it won't have a lasting | | | | them. |
| effect. This hinders your business as it places a | | | | As is often the case, if you feel that they |
| need for further disciplinary action later. By fixing | | | | employee is not sincere, then it's time to start the |
| the problem the first time, your problem | | | | termination procedure. |
| employee's behavior may improve. | | | | If you feel that rehabilitation is still possible, the |
| Dignity and Discipline When Counseling Employees | | | | next step you take may be a project or a series |
| Perhaps one of the most important issues when | | | | of projects that improves your employees job |
| disciplining your employees is saving their dignity, | | | | performance. The projects may include revisiting |
| so when they are a rehabilitated employee, they | | | | new employee training procedures, extra training |
| will still have a sense of pride about working for | | | | procedures, or following a colleague to gain further |
| your business. | | | | knowledge. No matter what steps you take, the |
| Discipline should be discreet. You should avoid any | | | | procedure should begin as soon as possible. |
| discipline that embarrasses your employee, | | | | Finally, after you have carried out all steps of |
| especially in front of other workers. | | | | employee counseling, you should review the |
| Here's your purpose as a manager. | | | | problem employee's performance again. If the |
| You should motivate your problem employees so | | | | behavior is good, you don't have to take extra |
| their work performance improves. | | | | action. If the behavior remains poor, then it's time |
| Counseling Employees: An Effective Plan Of Action | | | | for formal progressive discipline that will likely lead |
| First, you must ensure that your employee | | | | to the problem employee's termination. |
| knows what the problem is. This is where a letter | | | | While this may seem harsh, the employee's |
| of reprimand may come in handy, however, it | | | | termination is usually best for you and your |
| shouldn't end here. Your letter should detail | | | | company. It's also best for the problem employee |
| exactly what happened and why this was against | | | | since it will be better for them to find a job suited |
| the rules, and it should set up a time for the | | | | to their skills and motivations. |
| employee to meet with you. | | | | |