The Language of Correcting Behavior

Corrective actions (or whatever your company calls them) have the potential to save or sink an employee. Corrective actions are a formal way to bring an ongoing obstacle to performance to light and give an employee the opportunity to change course, fix the behavior and save their job. Every manager should approach corrective actions like this – but some managers don’t – some use corrective actions as a weapon and focus on the negative aspects thus potentially plunging the employee into further despair. Administering a corrective action should not be viewed as punishing (however often time it is).

The way these documents are worded are so very important (as you probably already know). Nothing frustrates me more than when a manager wants to discipline an employee at a higher level when they have never commented on the behavior before to the employee. Behavior usually doesn’t develop overnight and managers should be vigilant so that they can nip issues in the bud; hopefully before the need for corrective action develops. Ideally, managers should clearly lay out expectations from the onset and prevent any behavioral issues. An ounce of prevention is worth a pound of cure, right?

Sometimes, this prevention is not enough and employee behavior may need to be addressed. This is not time to attack the employee (my grandfather is partial to the phrase “draw and quarter” the employee). Careful use of words to remove emotion is important to maintain dignity and rapport. Using words like “discipline” when administering the corrective action can elude to corporal punishment and aren’t the best way to get an employee to collaborate and change their ways. Taking the time to clearly define the behaviors that need to change and outlining the expected behavior is the way to go. Unfortunately, this often does not happen.

Corrective actions should be all inclusive of behavior that needs to change. Whether it is attendance, punctuality or performance, behavior that needs changing should be addressed – verbally and in writing. Once a manager sees the need for formal corrective action, they should be including everything that is impacting employee performance. That way, the employee knows what needs to happen and where they need to go. Or when behavior perpetuates in a different (or similar) area the behavior can be addressed to the next level. Hopefully the employee fixed the problem or challenge so that the next step is not needed.

As HR pros, we are charged with training managers to properly address behavior and use language that is legally defensible. Managers are busy running their business and sometimes need help penning the right corrective action. Take the time to help managers construct a document that will help correct the behavior. Hopefully the employee will be retained and the behavior will stop. Then all will be right in the world!

As long as there are employees who are not meeting expectations, there will always be a need for HR.

Don’t forget to CELEBRATE!

There’s a New Sheriff in Town

As HR pros, we have all been there (or will be there one day). We all have a bit of a cringe when we get the knock on our door and the person asks, “Do you have a minute?” And the person standing there is a member of a department that you know all too well – and not in a good way. The person proceeds to tell you that their new manager is “targeting” the employees and is being “mean” and maybe even causing an all-out ruckus. Something needs to be done to stop them! But the feedback you hear is lukewarm at best and seems shaded with a hint of subjectivity. An investigation ensues.

A department or area with a history of problems and/or negative attitudes suddenly (whether serendipitously or by design) has a change in leadership. While we breathe a sigh of relief, go whooping down the hallway or simply say “Thank Goodness”, we need to be ready for the potential backlash of those left behind. Those who were the minions of the prior regime and may not be feeling too happy about the change in their food chain. Their attempts at revenge may be swift.

It is hard when leadership changes but there are a few things that can soften the blow. If a manager or director leaves a bad situation or department, it is prudent to fully assess the area before a new leader is put in place. Take a temperature check of the area or even do some random engagement interviews. The employees might open up and share some juicy stuff which could prompt an employee relations frenzy. Hopefully there is a something to investigate from the findings.

It would be best to figure out some solutions before a new leader is put into the role. Whether someone from the outside or even within the company, not everyone may be aware of the feelings and attitudes in a specific area. Leadership candidates from the same department should be carefully reviewed. While they may be the ideal person to chart a new course for the troubled area, they could also reinforce past behaviors and have lingering resentment against some members of the team. When selecting a new leader for a challenged department, it may be a good idea to share some of the realities of the department with the final candidate(s). Sending them in blind can backfire and cause even more stress. You could be sending this new manager into a den of lions. And always have regular follow up meetings until things improve or fully subside.

What have you done to help fix departments that need fixing?

Don’t forget to CELEBRATE!