Employee Discipline/Corrective Action

Transcription

1 Employee Discipline/Corrective Action What are reasons you don t use discipline? (write below). YOUR TURN: Disciple means to train a person to act according to the expected norm. Points to Remember (some are easier said than done!) a. Discipline is not the same as punishment! i. Goal is to bring the problem to the employee s attention so they can correct it BEFORE it turns into a major problem. ii. Discipline goal should be a positive training tool to help employee succeed. b. It is the manager s responsibility to help employee resolve problem and succeed in position. c. Managers who don t discipline their employees have only themselves to blame when poor performance continues and employee moral plummets. Employees expect the rules to be enforced fairly and evenhandedly. d. Do not play favorites. e. Do not discuss discipline among your staff. Do not handle discipline issue when you are upset and angry. Use a positive attitude. f. Employee discipline is one of the most stressful and difficult parts of a manager s job.

2 g. Discipline problems don t just go away. The longer you tolerate substandard work and negative behaviors, the worse it usually becomes. Downward spiral. h. Following safety and sanitation procedures is critical for everyone. i. Follow your formal written disciplinary procedures! j. Regard disciplinary action as a teaching opportunity rather than an excuse to punish. Teach and coach employee to be successful. k. Using corrective action acceptable behavior is encouraged and unacceptable behavior is discouraged. Use policies, procedures, and standards to encourage acceptable behavior and discourage unacceptable behavior on the basis of safety, unfairness, or inefficiency. l. Look for a pattern. m. Termination should never surprise the terminated employee. n. Support the school board policies and department rules even when you don t agree with them. o. Never criticize intentions. Instead criticize methods. p. Don t harbor resentment. Questions to ask yourself (*Managing Food and Nutrition Services) Does the employee know what is expected? Can the employee repeat back to you the performance standards and expectations, and have you say, That s right! Does the employee know how well they are doing against the performance expectations? Is the information about the employee s unwanted conduct accurate? Is the performance feedback understandable to employee? Is the employee feedback tied to something over which the employee has control? Does the employee have all the items they need to do the job?

3 q. Four causes 1. Standards have not been communicated clearly 2. Employee has not received feedback 3. Employee lacks knowledge, skills or resources 4. Motivation and attitude Most frequent employee problems 1. Poor attendance and tardiness 2. Poor job performance 3. Attitude problems 4. Policy and rule violations Progressive Corrective Action Usually five steps: 1. Informal discussion of the problem (include training and coaching) 2. Oral or verbal reprimand 3. Written reprimand or warning 4. Disciplinary suspension 5. Dismissal Remember-goal is to prevent the violation and poor performance from recurring! Know your policies and regulations. If it is a very serious violation you would move directly to termination. Document, Document, Document!!!!!! 1) Documentation is one of the most important supervisory tasks you have. 2) Your documentation needs to be objective, accurate, and factual. 3) You need to be able to show that you made reasonable efforts to work with employee to solve problem.

4 Keep a calendar or incident diary: 1) Record in calendar or incident diary as soon as possible. 2) Share observable, specific facts with employee as soon as possible (don t wait for review). 3) Give employee a chance to explain their side of the problem before deciding what to do. 4) Establish objectives for performance improvement. 5) Determine action required to correct problem. 6) Documentation a) States concerns b) Shows employee what they need to do to solve problem c) Helps you be objective and fair Hot Stove Analogy (Foodservice Management Principles and Practice) Burn gives advanced warning that is immediate, consistent and impersonal. Advanced warning: You know what will happen if you touch a hot stove. Your employees need to know what is expected of them. Immediate: Burn is immediate after touching hot stove. Discipline should be taken as soon as possible. Consistent: A hot stove burns every time. Disciplinary action should be taken every time an infraction occurs. Impersonal: It doesn t matter who touches the stovethey will be burned. The act not the person should be disciplined.

5 Empowering and Motivating By Kim Hofmann 1. Do you know how to motivate, inspire, and correct people effectively? 2. How motivated are you? How positive are you? 3. What does a motivated employee look like to you? 4. How motivated are your employees? a. Do you have: i. just a job employee who is an employee who does just enough to keep their job while complaining about what s not fair or right at work? ii. team player who works positively together with everyone to get the job done? 5. Motivation requires understanding human behavior. 6. Empower-Give power to employee.

6 7. Feedback is critical Human Truths: Scott Bedbury a. Understood b. Feel special c. Feel as though we belong d. Feel we are in control e. Know we have a chance to reach our potential 9. Basic needs of most employees 1 : a. Work (job satisfaction and security) b. Salary (helps provide for physical needs) c. Working conditions (safe environment) d. Social environment (relationships with supervisor and other employees) e. Advancements, achievements and recognition. 10. Are your employees engaged? a. Do they understand how their job fits in with the big picture? b. Can they be trusted and do they trust each other? c. Do they respect you as a manager? d. Do you respect them as employees? e. Are they a source of new ideas? f. Do they give you their best? g. Do you give them your best? h. Do they know in the mission of your organization? i. Do they believe in the mission of your organization? Engaged employees don t need discipline, they need communication, consistency, clarity and feedback 1 School Foodservice Management for the 21 st Century, 5 th Edition, p.179

7 11. Common mistakes managers make that decrease motivation: a. Not setting clear goals and direction b. Failure to delegate c. Failure to communicate d. Not making time for employees e. Not recognizing your employee s achievements f. Failing to learn and grow g. Resisting change h. Choosing quick fixes over long-term solutions 12. The 5 Be s of Motivation a. Be positive b. Be specific c. Be certain d. Be consistent e. Be immediate 13. Your job is to help your employees be their best. a. Do you have frequent one-on-ones with your employees? b. Do you know their name? c. Do you know their goals? d. Do you show an interest in them? e. Do you listen to their ideas? f. Praise them? g. Do your employees know their purpose? h. What would they like to learn? i. Do you do frequent training? j. Do you smile? k. You get the best by giving your best a. Trust b. Connection c. Service

8 14. Not everybody likes to be motivated the same way. Just as people s needs are different, it takes different methods and things to motivate different people. 15. Behavioral Styles: a. Eagle D outgoing and task oriented. i. Motivated by solving problems, conquering challenging situations, and getting results. Prefers fast pace with a focus on quick results and action. b. Parrot I outgoing and people oriented i. Motivated by the opportunity to interact, public recognition, varied activities. Prefers fast pace with a focus on doing things in a fun way that does not require high attention to detail c. Dove S reserved and people oriented i. Motivated by teamwork, opportunity to help others, feeling appreciated for their contribution. Prefers to work at a steady pace with a focus on doing the work process in a way that minimizes risk and strengthens relationships. d. Owl C reserved and task oriented i. Motivated by structure or organizing things, researching or searching for information, finding the right solution for a problem. Prefers to work alone with a focus on details and proper structure.

9 16. Looking at the 4 personality styles, the Eagle, Parrot, Dove and Owl: Which style would be motivated by: a. Show how their work benefits others? b. Lead with the big picture? c. Appeal to their need for accuracy and logic? d. Create short-term contests that do not require long-term commitment? e. Avoid exaggeration and vagueness? f. Allow them the opportunity to make choices? g. Let them speak about their achievements? h. Show how it can strengthen their relationships with others? i. Provide them with options and clearly describe the probabilities of success in achieving goals? j. Set boundaries, but let them take charge? k. Connect their individual work to the benefit of the whole team? l. Reward them in front of others?

10 There is a key principle that you can follow that will help you become a better motivator 2. To the extent that you give others what they want and need, they will they give you want you want and need. This is known as the Universal Law of Reciprocity. To have this principle work, you have to give others what they want first. Then they will give you what you want. Many people apply this principle backwards: Employers say When employees put forth some extra effort, then I ll give them a raise. Individuals say if my partner just showed a little more love I wouldn t be so grumpy around the house. Sales managers say I ll give recognition when I see high performance. That s just backwards! It s like saying I m going to wait until you give me what I want, then maybe I ll give you what you want. If you can find a way to give others what they want first, they re more likely to be motivated. And what is it that people want most? It s what is called psychological satisfaction. People will work harder for psychic income than they will for monetary income or personal benefits. What does a motivated YOU look like? What can you do to increase your employee s motivation? 2 The Truth About Getting the Best from People by Martha Finney

11 Resources: Payne-Palacio, June. Foodservice Management: Principles and Practices, 12 th edition. Pannell-Martin. School Foodservice Management for the 21 st Century, 5 th edition. Gregoire, Mary. Foodservice Organizations: A Managerial and Systems Approach, 8 th edition Puckett, Ruby. Foodservice Manual for Health Care Institutions, 4 th edition Deblieus, Mike. Documenting Discipline The Institute of Child Nutrition (formerly NFSMI) Edelstein, Sari. Managing Food and Nutrition Services Merrill, David and Reid, Roger. Personal Styles and Effective Performance Finney, Martha. The Truth About Getting the Best from People Harris, Guy. 5 Be s of Motivation Taking Flight with DISC Also, would you be interested in Beta testing a new Time Management-How to Get Out of the Hamster Wheel elearning program for 2 CEU s? If so, contact Kim Hofmann kim@kimhconsulting.com. Thanks!