Bernadette shows the importance of progressive discipline in the workplace.

1. How to Motivate or
Terminate the
Difficult Employee
Progressive Discipline
Asia HR Summit 2012
Presented by Bernadette T. Vadurro, President Speakers Live, Inc
www.Bernadettetv.com
Email: Berna@speakerslive.com
Copyright 2012 All Rights Reserved

2. The problem employee?

3. Who is YOUR problem employee?
1. Fails to follow instructions.
2. Does not meet deadlines.
3. Does not do the job to specifications.
4. Has a bad attitude.
5. A combination of the above.
10

4. Who is YOUR problem employee?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10% 0% 0% 0% 0% 0%
0%
Fails to follow Does not Does not do Has a bad A
instructions. meet the job to attitude. combination
deadlines. specification. of the above.

5. Who is YOUR problem employee?
1. Does not understand the job.
2. Has a drug or alcohol problem.
3. Has problems at home: sick child or parent.
4. Does not like or respect you.
5. Is not meeting quota expectations.
10

6. Who is YOUR problem employee?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10% 0% 0% 0% 0% 0%
0%
Does not Has a drug or Has problems Does not like Is not
understand alcohol at home: sick or respect meeting
the job problem child or you quota
parent expectations

7. Progressive Discipline
A consistent process designed to
assist a problem employee
towards improvement or
termination.

8. Progressive Discipline
–Shows the employee that he/she is
valued.
–Clearly describes the problem(s).
–Details explicitly the expectations.
–Employee makes a commitment to
you/the leader to move towards
expectations.

9. Which of the following describes a
good use of progressive discipline?
1. An employee is stealing from the company?
2. An employee is coming to work late?
3. An employee has threaten to beat up a
coworker.
4. An employee who is good with people
occasionally misses deadlines.
10

10. Good Use of Progressive Discipline
100%
90%
80%
70%
60%
50%
40%
30%
20%
10% 0% 0% 0% 0%
0%
An employee is An employee is An employee has An employee
stealing from the coming to work threaten to beat who is good with
company? late? up a coworker. people
occasionally
misses deadlines.

11. Why is it important to confront the
Problem Employee?

12. MANAGE PROBLEM BEHAVIOR EARLY
1. It will continue to get worse.
2. Employee thinks we don’t see the
problem.
3. We want to assist the employee to
improve.

13. MANAGE PROBLEM BEHAVIOR EARLY
4. To prevent the employee from feeling
entitled.
5. To prevent the problem from spreading.
6. To prevent staff resentment.
7. To maintain standard performance.

14. Why Employees Become Difficult

16. Bad
Attitude

17. Situational

18. Behavioral problems

19. Technical
Incompetence

21. Performance Standards
• QUALITY

22. Performance Standards
• MANNER OF
PERFORMANCE

23. Performance Standards
• QUANTITY

24. Performance Standards
TIMELINESS

25. Performance Standards
EFFECTIVE USE
OF
RESOURCES

27. Six Steps for Providing Employee
Feedback
1. Preserve the employee’s ego: be
supportive and future oriented.
2. Focus on the problem not on the
personality: be detailed and accurate.
3. Give in the amount the employee can
receive: don’t overload.

28. Six Steps for Providing Employee
Feedback
4. Give feedback immediately or as soon as
possible: be timely.
5. If either you or the employee become
emotional during the feedback session you
must stop the feedback and first manage the
emotions; continually provide feedback.
6. Consider offering a “sandwich.”

29. TWO TYPES OF FEEDBACK:
REINFORCING
• Reinforcing feedback is used to tell
employees what they are doing right
and to encourage them to continue.

30. TWO TYPES OF FEEDBACK:
REDIRECTING
• Use redirecting feedback to highlight
a gap between expected
performance and actual
performance and to
Motivate them to
change behavior.

31. Progressive Disciple
1. Verbal Warning 2-3 times
2. Written Warning 1-2 times
3. Leave without pay 1-2 days
4. Demotion: Less status less pay
5. Suspension without pay up to 30
days

32. Documentation
In writing
Keep a copy

33. Termination
Free
up
their
future!

34. Termination
• Have your documentation ready.
• Put the termination in writing.
• Get the keys to the office and any other assets.
• Change passwords, codes and locks if necessary.
• Have security present, if you believe the
employee will become difficult.
• Escort the employee off the premises.

35. How many ideas will you take away
from this presentation?
100%
1. One
80%
2. Two 60%
3. Three 40%
20%
4. Four 0% 0% 0% 0% 0%
0%
5. Five or more!

36. Thank you!
• Please drop off your audience
response key at the door.