Management for Beginners - Managing Discipline

As unpleasant as it is, eventually, one day, you will need to discipline a team member about their behaviour, language, appearance, or many other things.

Discipline is different to giving feedback because it doesn't always relate to team members’ work. For example, you can provide feedback on how someone answers the phone, but handling problems with timekeeping or personal grooming needs a different approach.

Managing discipline means setting minimum acceptable standards of behaviour as laid out in policies and guidelines. It is all about following a fair and reasonable process to deal with poor performance or misconduct. A disciplinary process needs to be carefully carried out as a team member may lose their job. Disciplinary actions usually result due to underperformance.

Team member underperformance describes a team member’s unsatisfactory performance, behaviour, attitude, or misconduct that is inconsistent with or contrary to organisational expectations, policies, or procedures.

Underperformance can be exhibited in numerous ways (behaviour, language, appearance) and can range in severity. Accordingly, the approach taken when handling underperformance can vary and must be determined on a case-by-case basis. For example, if a salesperson were underperforming, you would need to prove that targets were set, that they were communicated, and that performance has fallen short of the mark. Common types of underperformances.

·       Attitude problems (rudeness, arrogance) and non-compliance. Disregard for organisational policies, procedures, rules, and regulations.

·       Unsatisfactory work performance. A failure to achieve performance standards required of a job.

·       Unacceptable relations with other team members. Behaviour is hostile or inappropriate, use of offensive language, being dishonest, intimidating other team members, and harassment.

Establish clear rules for team members

·       Having clear, documented employment policies is imperative; team members need to know what is expected of them, what is acceptable and unacceptable.

·       Presentation and dress codes are a common problem, especially when your team members are younger. Be clear about what is acceptable.

·       Behaviour rules include how everyone integrates, how customers are treated and appropriate use of language. Put in writing what is acceptable.

·       Productivity and work ethic involves how much you expect a team member to do and specific duties and standards for a job, including laziness and tardiness.

·       Mobile phone usage deserves noting on its own. Be specific about what is acceptable usage and what is unacceptable.

·       Illegal behaviour, such as theft, illicit drug use, intoxication, or violence, is grounds for immediate termination, whether you use a progressive discipline process or not.

Don't assume people know that they should sweep the floors if there's no work to do. Don't assume they know they can't turn up to work late every day. Document it all and have them read it, have them sign the document so that you have proof that they have understood what is expected of them.

Progressive disciplinary process

Discipline methods are based on achieving a goal or standard, and that not meeting it puts disciplinary actions into effect. You can approach that in a punitive or rehabilitative way. It comes down to what you think will work best for your business and what you are comfortable doing.

Progressive discipline is when you increase the severity of your actions when someone fails to correct an issue. It's a common approach because it protects employers from legal action. This generally takes a punitive approach, but it can also be rehabilitative. Training and performance improvement actions are less about fixating on the problem and using the threat of termination as an outcome but are more about viewing the team member as valuable and worth investing in.

·      Step 1 - Verbal warning. A meeting is held with the team member, the unacceptable behaviour is outlined, and a verbal warning is given.

·      Step 2 - Written warning. If the behaviour continues, then a second meeting is held. The team member is provided with a written description of the unacceptable behaviour and what they are to stop doing. The written warning also describes what will happen next if the behaviour does not change. This warning is signed by the manager and the team member concerned. A copy is given to the team member, and a copy is placed onto their HR file. You may choose to issue more than one written warning before moving to the next step.

·      Step 3 - Performance Management Plan. If the unacceptable behaviour continues you may move straight to the next step. This is a rehabilitative approach. A Performance Management Plan (PMP) is documented with things the team member must do. This time, however, the actions are about training, learning, and education against changes in behaviour. The plan also includes check-in points, measurable goals, and steps to help the team member achieve the goals.

·      Step 4 - Final warning. Another meeting is held, and the team member is told all the instances that the unacceptable behaviour has occurred, including verbal and written warnings. The manager informs the team member that this is now a final warning, and if changes do not happen as outlined in the last document provided, the team member's employment will be terminated. At this meeting, a third party, usually a Human Resource representative is present to witness the meeting; this is essential.

·      Step 5 - Termination. If the problem continues, the team member is invited to a meeting with the manager and the third-party witness. The team member is informed that as their behaviour has not sufficiently changed that their employment is being terminated.

Summary

1.     Managing discipline. - Eventually, one day, you will need to discipline a team member about their behaviour, language, appearance, or many other things. Discipline is different to giving feedback because it doesn't always relate to a team members work.  Managing discipline means setting minimum acceptable standards of behaviour as laid out in policies and guidelines.

2.     What is underperformance? Team member underperformance describes a team members unsatisfactory performance, behaviour, attitude, or misconduct that is inconsistent with or contrary to organisational expectations, policies, or procedures.

3.     Establish clear rules for team members. - Having clear, documented employment policies is imperative; team members need to know what is expected of them, acceptable and unacceptable.

4.     Presentation and dress codes are a common problem, especially when your team members are younger. Be clear about what is acceptable. Behaviour rules include how everyone integrates, how customers are treated and appropriate use of language. Put in writing what is acceptable.

5.     Progressive disciplinary process. -Discipline methods are based on achieving a goal or standard, and that not meeting it puts disciplinary actions into effect. You can approach that in a punitive or rehabilitative way. It comes down to what you think will work best for your business and are comfortable doing. 

Management and TeamsRussell FutcherDiscipline