Corrective Action Quick Training

Keep This in Mind

  • USU’s Office of Human Resources is available for assistance.

  • Email is a poor way to deal with corrective action.

  • Don’t act in the moment and don’t make it personal.

  • Understand all sides before you make a judgment.

  • Termination is not to be undertaken without talking with Human Resources.

  • Refer to Policy 311 (Corrective Action)

Why do It:

  • Prevent problems before they arise or before they escalate.

    • Let employees with unsatisfactory performance know how they are doing.

    • Be transparent.

    • Take best advantage of people's skills and interests; switch responsibilities if necessary.

What to do:

  • Define Your Objective

    • Be clear about the desired outcome (Improve employee behavior).

    • Get the facts from employees. Get the whole story, including opinions and feelings and any third party complaints, ensuring confidentiality.

    • Listen, don't jump to conclusions. Then weigh and decide.

    • Take thoughtful action. Don't hope it will just go away.

    • Check results. Did you get the outcome you wanted?

  • Follow USU Policy 311 - Corrective Action, (clarify where you are in the process):

    • A Letter of Expectation

    • Oral Reprimand

    • Written Warning

      • Nothing in the letter should come as a surprise to the employee.
      • It should be given face to face.
      • It should address performance issues and not things such as medical issues, and etc.
    • Suspension/Termination and Other sanctions including final sanction (typically immediate dismissal). Use Policy 399 (Termination of Exempt and Non-exempt Staff) as appropriate.Remember: termination is not to be undertaken without talking with HR.

  • Lead by professional example. Remain calm and non-judgmental.

  • Ask employee to sign warning documentation.

    • Inform the employee that his/her signature does not mean "I agree with this." It means "I received it."

    • If employee won’t sign document, invite a third party (usually HR) to witness the supervisor explain that the document must be signed and will go into his/her employee file, or to witness that the employee was given evaluation but refused to sign. Have the third party sign and date the document.

  • Tell the employee that the document will go into his/her employee file.

  • Do timely follow-up on performance issues and documentation.

  • If situation deteriorates, take a time out to cool off, for both supervisor and employee.

  • Don't wait too long or fail to follow-up, which diminishes managerial influence.

Previous Step (Performance)     Next Step (Deciding to Terminate)

Last Updated on 7/27/12

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