Successfully implementing discipline

Nov 1, 1996 12:00 PM, Gill, Brian W.

Punish, reprimand, criticize - all words associated with the negative aspects of discipline. An effective manager never enjoys calling in the habitually late employee, realizing the entire office knows punishment is inevitable once that door closes. Fortunately, for many managers, disciplining employees can be accomplished with a positive approach. It can even help boost morale and educate employees and managers in the process.

Implementing a positive discipline policy can be accomplished without losing control of employee behavior. To achieve this, companies must adopt a philosophy that embraces education and correction as the focus of their discipline policy. Many policies concentrate on punishment and completely miss the point of the policy - correcting specific behaviors that disrupt the productivity of the organization.

Human resource managers can take three steps to ensure that a positive discipline approach will be successful. First, have a clear understanding of the purpose of the discipline policy. Any disciplinary policy that does not have a clear and definite purpose is sure to fail. Therefore, an organization must spend the time necessary to develop a clear view of what the policy should accomplish.

Policies designed to punish will correct behavior on a short-term basis and are more likely to be perceived as unfair by employees. However, employees working under a system designed to educate and correct behavior on a long-term basis will view the policy as fair, which, in turn, will help increase productivity and morale.

Second, follow a progressive system. Progressive discipline goes hand-in-hand with policies set up to educate because the progression is aimed at rehabilitation by gradually increasing the severity of punishment with each violation of the work rules. An example of a typical progression would include the following:

1. Oral warning(s) 2. Written warning(s) 3. Suspension(s) 4. Termination

Each organization must work within this guideline to tailor a policy that meets specific company needs and also determines behaviors and violations that warrant immediate disciplinary action.

Managers also must be aware that certain behaviors demand immediate action and should not be subject to the progressive approach. Such violations include fighting, stealing and any other intolerable behaviors a company chooses to list. Once those violations are determined, it should be communicated in the policy what disciplinary action will be taken, either suspension without pay or termination.

When policy violations require immediate action and removal of employees from the premises, supervisors should always tell employees they are suspended and are to return on a specific day and time (within 72 hours) to determine the disciplinary action.

Management also should reserve the right to modify the policy. However, this does not give management the right to arbitrarily use the policy. Managers still must remain consistent when disciplining all employees.

Even though progressive discipline is a positive approach to employee behavior problems, there are disadvantages to be considered. Thoroughly training supervisors about the policy and how to properly utilize it can be time consuming. Also, using a progression may lock a company into a multistep process.

Despite these disadvantages, the benefits of such a program generally counteract any negatives. A progressive policy conveys a definite and consistent system on which employees can rely. It also allows supervisors to document the progression of disciplinary actions to justify termination, if necessary. Note that documentation must begin with the first oral warning given for a violation of the discipline policy.

The third step to a successful discipline policy is to communicate the policy to employees both before and after implementation. There are two aspects of communication: informing employees of the discipline policy and creating an atmosphere that allows supervisors and employees to learn from the discipline process.

First, employees must be aware that a policy exists and how it will be implemented. If employees are uninformed, they will view any disciplinary action as unfair and arbitrary.

Communication also is vital when disciplining. Employees must realize that certain behavior is unacceptable and understand what behavior is expected of them. Equally important, supervisors can learn the underlying causes of certain behavior and then work with the employee to remedy the situation. Policy can be reinforced by reviewing future consequences of repeated behavior.

Each step must be followed strictly. Inconsistencies compromise the value of the policy and open the door to legal action by employees.

Adopting a positive approach to disciplinary problems does not coincide with being a push-over. However, it does mean communicating with your workforce and working together to resolve destructive behavior that will adversely affect the productivity of your organization.

In order for the company to have consistent and fair disciplinary procedures, the following guidelines have been adopted. With the exception of unacceptable conduct, which may be cause for more serious disciplinary action or for immediate dismissal, any employee whose employment is terminated will have gone through the following steps:

Step 1-Discussion

Verbal discussion in which the supervisor has a face-to-face conference with the employee to discuss problems with work performance or conduct and the need for correction.

Step 2-Assessment

If there is little or no improvement after the discussion, the next step is a written assessment. A report is completed by the supervisor in the employee's presence and the employee has the right to read and discuss the report and comment on the report in writing. A member of the personnel staff must be present.

Step 3-Suspension

The employee will be suspended for five working days without pay. A written record of the suspension is completed by the supervisor in the employee's presence. A member of the personnel staff must be present. A suspension may take place only with the approval of the supervisor, the department manager and the personnel manager.

Step 4-Termination

After step 3, if there is no marked improvement, the employee may be terminated.

Steps 1, 2, 3 and 4 will be followed consecutively if the incidents requiring these steps fall within a span of one year If, however, there is a lapse of one year or more between any of the steps, the last step taken will be repeated without beginning all over. If two years have passed after any step, the procedure will need to be initiated all over again.

Brian W. Gill, senior vice president of education and human relations, Printing Industries of America, Alexandria, VA