A Different Form of CPR You Should Know

HERE’S A NEWS FLASH: PEOPLE ARE NOT PERFECT. AND THEY CERTAINLY DO NOT PERFORM THEIR JOBS PERFECTLY ON A CONSISTENT BASIS. CONSEQUENTLY, EMPLOYERS AND MANAGERS FREQUENTLY NEED TO TAKE CORRECTIVE ACTION WITH RESPECT TO EMPLOYEES. EFFECTIVE ADMINISTRATION OF CORRECTIVE ACTION RESULTS IN GREATER JOB PRODUCTIVITY, ENHANCES EMPLOYEE RELATIONS, AND REDUCES THE RISK OF LEGAL LIABILITY.

But what makes the administration of corrective action procedures effective? In advising employers over the years, I have observed that the most effective managers of people have three things in common: w Good communication skills that are employed regularly; w Very professional demeanor and behavior; and w A high degree of respect for the people with whom they work.

So we can summarize what it takes to be an effective manager of people in three words: communication, professionalism and respect, or to help you remember it, “CPR.” When corrective action is communicated poorly, in an unprofessional framework, or with little respect for the employee, the results will almost certainly be counterproductive.

The first step in administering corrective action should be the development of a corrective action policy. Having written personnel policies that inform employees about expectations and consequences is a basic ingredient in professional communication that shows respect for the employee. The corrective action policy instructs both managers and employees in what the process will be when an employee’s performance or behavior needs improvement. Some employers refer to this policy as their disciplinary policy but “corrective action” has a much more positive connotation, and the goal of the policy really should be to correct performance or behavior rather than to punish it.

A frequently recommended type of corrective action policy that many employers use is a progressive corrective action policy. Such a policy moves from less formal and serious corrective action to more formal and serious action in later steps.

The first step is often described as counseling or coaching –explaining to the employee how performance or behavior can be improved. This step is actually basic training and essential management and may not even be perceived as “corrective action.” The step is essential, however, for the following steps to make sense. Issuing an oral or written warning would be perceived as unfair if the manager had never counseled the employee about what was expected. The more professionally and respectfully this step is communicated, the more likely it is that no further action will be necessary.

No matter how well the counseling stage is handled, however, further problems with performance or behavior may occur. In that case, the second step of a progressive policy would typically result in an oral warning. The manager informs the employee about exactly what improvement is needed and tells the employee that he or she is being formally warned about the necessary improvement and that a written record of the oral warning will be placed in the employee’s personnel file. The increase in formality is likely to ratchet up the employee’s level of concern, so the need for respectful, professional, and clear communication is critical.

If further problems occur after an oral warning, progressive corrective action policies typically call for a written warning as the next step. In the written warning, all of the problems that have previously been identified should be included along with the immediate concerns that prompted the corrective action. Prior warnings should be specifically referenced, and the warning should inform the employee that further corrective action, up to and including termination of employment, will occur if the employee does not correct the problem or repeats the violation.

The seriousness of the warning needs to be clear, but the employee also needs to understand that the employer and manager want to help the employee improve the performance or behavior that has prompted the warning. Striking an appropriate balance is not easy and clear communication that is both professional and respectful is required.

The final step in a corrective action policy is termination of employment. While North Carolina is an “employment at will” state and employers may generally discharge employees for any reason that is not specifically illegal, wise employers realize that they should not take much comfort in this legal doctrine. As a practical matter, the more ruthlessly and callously terminations of employment are perceived, the more likely it is that the discharged employee will seek to cause legal or practical problems for the employer. A Duke University study found that ex­employees who perceived the process of their termination as fair were much less likely to file claims against their former employers, even if they dis­ agreed with the reason for the discharge. Employees who perceived the process as unfair were much more likely to make legal claims against the employer. Managers who show that they respect and care about the employee who is being discharged and who demonstrate that they have done their best to be fair at each step along the way will be serving the interests of the both the employer and the employee and will have gone a long way toward making a difficult situation understandable and bearable.

Good managers use “CPR” because they know how important it is in the business setting for people to be treated professionally and respectfully. v

Michael A. Gilles provides consulting and training in Employment Law and Human Resources Management to businesses and organizations throughout the state. He can be reached at mgilles8311@bellsouth.net.