Observations should be factual, not subjective. For example, don’t use a term like “rude behavior”, use “x” yelled, cursed, interrupted, walked away, etc. “Aggressive” is another subjective term that is not useful in an assessment. Finally, the manager probably doesn’t know whether the employee has a personal problem or not until after the meeting.
Include times and dates. Include locations. Include a detailed description of each incident and who reported/witnessed it.
Approach your employee in person and tell them you need to speak to them. Avoid specifics. Don’t say “I need to talk to you because your behavior is horrible lately. " Speak calmly and clearly, leaving no doubt that the meeting is not optional. Avoid informing your employee where others can hear you. If for some reason you feel uncomfortable or threatened by the person in question, this is a different matter. In this case, the meeting should be handled by human resources. [1] X Research source
Detail the circumstances that caused the complaint without making a judgement and ask employee to confirm or explain the instance. Confirm that the actions violate company policy and that employee is aware of the violation. Be specific about what the problem is and how they should correct it. [2] X Research source
Make sure to listen to what the employee has to say before passing judgment. Never assume the employee is a bad person. This will cloud your judgment of the incident. Do not pry into personal problems. If your employee starts to explain personal problems and suggests they are the root of their problem, hear them out, but do not pry. If you think your employee has explained himself or herself well enough, you can tell them, “I understand the situation now. I appreciate your information. If the circumstance arises again, please call me before it becomes a problem. "
Make sure that the employee takes responsibility for his or her mistake and understands that their actions were unacceptable. Ask that the employee assure you that they are willing to change their behavior. Give them a detailed explanation of the standard of behavior expected from this point on. Finally, list consequences if the employee commits another violation of company policy.
Consult the individual’s employment records for information about previous problems with supervisors. If the person worked under another supervisor at your company, contact that supervisor. Do not divulge specific behavior to previous supervisors. Simply indicate that you are experiencing a problem with them and inquiry if they had the same experience. [3] X Research source
Look at the employee manual (issued to each new employee) and review the employee disciplinary process as outlined in the manual. Reviewing the policy outlined in the employee manual or handbook will verify that the employee should know how discipline is dealt out. Consult your direct supervisor and let them know that you are about to begin disciplinary action. Consider your actions very carefully before proceeding, as an uncalled for disciplinary plan can open the company up to litigation and you to scrutiny from management.
Depending on your company’s policy, an HR representative may need to be present at all formal steps of the disciplinary process. Depending on your company’s policy, the disciplinary process may need to be implemented through HR. If your company does not have a Human Resources Professional, you may want to discuss a plan of action with your immediate supervisor or a Human Resources Consultant. [4] X Research source
Verbal discussion and warning. Written warning (up to three occurrences, depending on supervisor’s discretion). Termination. [5] X Research source
If this is the first time the employee has been disciplined, you may start with a verbal discussion and warning. The purpose of a verbal warning is to let the employee know that they are doing something that is not acceptable in the workplace. It’s also an opportunity to resolve the situation. If this is the second time the employee has been disciplined, you will move on to a formal and written warning letter. In the warning letter, provide a short review of the past discussion and verbal warning. Then, clearly state the specific behavior or action leading to the written warning along with the date it occurred. If this is the third time (or more) the employee has been disciplined, you may move toward termination. If the employee’s behavior has not improved after two (or more) warnings, termination should be considered. [6] X Research source
