Increasingly, young managers are filling the
shoes of seasoned professionals, being called upon to do everything including
pink slip marginal workers. Since pink slipping is no easy task, Ellen
Warden, human resources manager for MA&A Group, Inc., a project management
and information technology consulting firm, often is asked by first-time
supervisors for help. She advocates disciplining employees before you
reach the pink-slip stage. According to Warden, criticism -- when given
constructively is an opportunity to provide advice and counsel. "Counseling
can be positive, constructive, and corrective rather than negative, autocratic,
or punitive."
Here are Warden’s Tips and Techniques for Beginners
that can turn a potentially distasteful task into a win-win situation
for the employee, the manager, the department, and the company.
Don't wait. Confront issues on a timely basis,
as they arise. An employee shouldn't be surprised about your concerns
with his or her conduct or performance. Employees want to know and have
a right to know how they are doing in their work and if they are meeting
your expectations. They can't overcome weaknesses if they aren't aware
of them.
Be uniform and fair. Has the company’s human
resources department been consulted about how similar problems have been
addressed in the past? Find out the history of discipline practices in
the company. Be sure that this action is consistent with prior incidents
of a similar nature.
Be prepared. Select a time for the discussion
when you will not be interrupted. Be sure you will have enough time to
fully discuss your points and anything the employee may bring up. Anticipate
questions and objections or defensive reactions. Think about how the employee
will react and how you will handle it. Rehearse what you are going to
say. Consider what corrective action you want the employee to take and
how you will help him or her to improve.
Set the right tone at the outset. Try to relieve
tension at the beginning of the conversation. Be sincere and genuinely
interested. Use a positive tone of voice. Stay calm and in control. Tell
the good things first. Try to make as many positive statements as possible.
Show appreciation of past successes. Build upon strengths.
Be direct and to the point. Avoid making your
comments too personal. Don't discipline based on vague impressions, either,
or put down the employee or humiliate him or her. Correct the action,
don't judge the person. Cite specific examples of job performance and
otherwise support your remarks with facts. (For instance, "You have a
bad attitude" versus "You refused to assist a customer on Friday.")
Stress partnership in trying to solve the problem.
Ask the employee for suggestions to change or improve the situation. Review
the benefits to the individual and the company for the improved behavior,
such as making the employee more proficient and the company more profitable.
Can you provide help, such as training?
Develop an action plan. Confirm not only the
employee’s deficiencies but also how he or she can improve and when he
or she needs to meet those expectations. Clarify the consequences of not
correcting the behavior. Will failure to improve result in termination?
Turn the discussion toward prevention of future
failures and into plans for success. Spend more time on future improvements
and less time on past mistakes.
Follow up. Keep the channels of communication
open. Continue to show interest in the employee’s work. Provide counsel
in private; give lots of praise in public.
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