Four Ways Managers Can Mess Up Progressive Discipline
Posted: March 22, 2017
Most companies have established a system of progressive discipline for dealing with employees with performance or behavior problems. Too often, though, managers can derail the process.
The tough truth is that any policy is only as good as the people who enforce it on a day-to-day basis. Managers are only human and, like the rest of us, they are susceptible to acting on ingrained personality quirks.
Here are four pitfalls that trip up many supervisors as they try to correct employee problems:
1. Teaching them a lesson
The most common mistake managers make in the progressive discipline process: They think of it as punishment for the employee. That is a giant misconception — and it is often the underlying catalyst for legal problems that crop up if the discipline process ultimately leads to the employee's termination.
Managers who see discipline as punishment bring an unnecessarily adversarial attitude to the table in the misguided belief that the threat of negative consequences will somehow translate into a positive outcome. In rare cases, that approach can work — probably more often in times like these, when the job market is ultra-tight.
But even those "wins" may sour when employment opportunities open up. Employees have long memories and there is truth in the old adage, "employees do not leave companies, they leave bad bosses."
The alternate approach is to look at discipline as an educational process — an opportunity to improve. That means the manager and the employee work together to solve the problem. The goal is to find a way for managers and employees to collaborate in identifying causes of problematic behavior (or substandard performance) and then make a plan to solve those problems.
2. Acting too little, too late
Many managers are focused on one thing: Productivity.
They do not want to deal with disciplinary problems — either behavioral or performance-related — any more than employees want to hear about them.
It is easy to let small things slide. And bringing up minor problems sometimes seems like more trouble than it is worth. Who wants to stir the pot when it is already hard enough to make monthly goals? The last thing managers need is a morale problem. They are already stressed as it is.
It is an understandable rationale — but it is fatally flawed. Those small issues rarely go away by themselves — indeed, they almost always get worse. By not taking action, managers send employees the message that undesirable behavior will be accepted or — worse yet — will not be noticed.
Delay has another adverse impact on the manager. As the problem worsens, it is common for managers to build up resentment against the employee — and that can warp the supervisor's perspective in a way that makes it difficult to eventually deal with the issue in an objective, positive way.
3. Taking the nuclear option
Managers who drag their feet on dealing with employee problems tend to wait until things get so bad they must act — and often, the action they take is extreme.
This tactic results in two unintended consequences: First, the punishment often appears overly harsh to the employee and his or her co-workers — not exactly a morale-builder.
Second, by exercising this "nuclear option," the manager guts the progressive discipline process the company has gone to great lengths to design and implement. The opportunity for a well-thought out, step-by-step approach to solving the problem is largely gone.
The moral of the story: Managers should deal with problems as early as possible, tailoring sanctions to fit the offenses. Many small problems can be eliminated by a quick managerial response — and if not, the supervisor has the progressive discipline process to fall back on.
The delayed, unduly harsh response to a problem paints the manager into a corner, limiting future options. That could lead to the loss of a potentially productive employee.
4. Not digging deep enough
Sometimes, managers are so busy and so stressed out they simply issue a proclamation to an employee: "Don't be late again." "From now on, I expect you to finish X amount of work during the day." While the desired outcomes are probably reasonable, there may well be equally reasonable causes for the employee's tardiness or temporary lack of performance.
Many times, threats or managerial edicts have little effect on behavior, simply because they do not address the root cause of the problem.
Again, it is this type of situation progressive discipline policies are designed to address. A collaborative approach to the problem — in something as low-key as a one-on-one between manager and employee — has a far better chance for success than a flat edict from the supervisor.
Posted In: Human Resources, General
Want to know more? Read the full article by Tim Gould at HR Morning