Presented by – Monica Tovar, PHR, HR Advisor G&A Partners The Disciplinary Action Process is a critical part of employee relations and is also an important communication tool. While it can be an effective strategy to modify unacceptable behavior or improve performance, it is also complex and requires expertise. In this webinar, you will learn to discipline employees through verbal and written form. After this session, you will also be able to create an employee improvement plan to achieve desired results and get back on track to a successful and productive employee experience.

1. Monica Tovar, PHR
G&A Partners

2. Goals
• Understand the four steps involved in the
progressive discipline process.
• Understand why you need to investigate
the facts before you implement
progressive discipline.
• Be able to identify which disciplinary
actions are appropriate to use in specific
situations.
• Learn how to impose employee discipline.
• Be able to write a Performance
Improvement Plan (PIP).
• How to conduct an employee termination.

3. Four Steps of the
Disciplinary Action Process

4. Steps of Progressive Discipline
1. Verbal Warning
2. Written Warning
3. Final Written Warning/Suspension
4. Termination

5. Communicate the Policy
• All employees should be familiar with
the process.
– At the time of hire
– Employee Handbook
– During performance appraisals
• The process should be enforced
consistently among employees.

6. Common Reasons for Discipline
• Absenteeism
• Tardiness
• Insubordination (bad attitude)
• Poor Job Performance
• Unwillingness to Participate

7. Know the Facts
• Review the Infraction
• Conduct an Investigation
• Review the Documentation

8. Step 1: Verbal Warning
• In many instances an employee’s
infractions are not so severe that
they warrant a formal written
warning. In these cases an informal
verbal warning is warranted.
– Private meeting
– Be prepared with list of issues

9. Step 2: Written Warning
• Continued Poor Performance
• New Infraction
• Formal Documentation
• Be prepared to follow through with
consequences if performance does
not improve.

10. Performance Improvement Plan
• Known as PIP
• Tool used to improve behavior
• Agreement between employee and
employer
• Goals, Actions and Timeframe

11. Example: PIP Form

12. Step 3: Suspension/Final Written
• Last chance
• Can range from one day to a few weeks
depending on the violation.
• Should not be a paid vacation
• Does not affect exempt status
• Amount of suspension should correspond with the
infraction
• Document and place in employee’s personnel file

13. Employee Meetings
• Before
– Identify the gap between what is expected and
what has been delivered.
– Identify good business reasons for
expectations.
– Identify consequences if behavior is not
corrected (be prepared to follow through)
– Have specific examples
– Be determined to get the employee to agree to
change.
– Decide where to hold the meeting
– Additional action if necessary

14. Employee Meetings
• During
– Get right to the point (state the problem
and ask for help fixing it)
– Listen carefully to the employee
– Make sure you gain an agreement (do
not accept “I’ll try”)
– Insist on an improvement plan
– Let the employee know exactly where
he or she stands

15. Employee Meetings
• After
– Document the discussion (MUST DO!)
– Follow-up

16. Step 4: Termination
• Due to the severity of the employee’s
infraction or failure to improve
previously discussed poor
performance, termination is
sometimes appropriate and
warranted.
– Last resort
– If all progressive discipline steps have
failed
– Some violations require immediate
termination

17. Terminations: Legal Aspects
• Employment “At-Will”
• Wrongful termination charges account for over
half of the discrimination claims filed with
EEOC
• Anti-Retaliation
• Employment contracts
• Union environments
• Employee handbooks

18. Conclusion
• It is easier to hire than to fire
• Keep accurate, up to date records
• Keep an up-dated employee handbook
• Make sure all your employees know the
policies and procedures of the company
• Do not violate any federal or state laws
• Follow the policy and be consistent!

19. Questions?
Send any questions to
info@gnapartners.com