The same applies to the workplace. A “bad apple” with unresolved disciplinary challenges can spoil the other employees in your organization. No matter how positive the rest of the team, it will affect everyone negatively.

Disciplinary challenges will not disappear if you ignore them. Even if a problem employee leaves, the feelings created by that person absent disciplinary action, remains. Feelings of distrust, frustration, and a lack of loyalty and commitment are all the results you may have to face if you didn’t take a stand and properly discipline your employee.

Disciplining a staff member is no fun. Like wearing a seatbelt, it is a necessary safety measure that can save you a lot of trouble in a crash.

So, whenever you have an employee who is presenting a disciplinary challenge, you must deal with it. Every one of your staff members is watching you to determine what behavior is appropriate. If you ignore a behavior that is clearly unacceptable, you are indicating to your staff that this behavior is okay...and then you have a bushel full of problems.

Here is a checklist of the things you need to consider when you are ready to take a stand and are prepared to discipline an employee:

Did the employee know the expectations and the consequences?

“I didn’t know” is a common and very frustrating response. Make sure that your employee had knowledge of the behavior expectations and what the consequences are for not meeting those expectations. There is no room for assumptions.

Is this discipline consistent with other disciplinary actions that have been given to other employees?

This is a landmine if your practices are not consistent. Discrimination charges can come from inconsistent discipline. Make sure that the actions you take are predictable based on previous experiences.

Am I practicing what I preach?

Needless to say, discipline isn’t effective if you are an offender. For example, trying to discipline an employee on attendance issues when you or other managers arrive with no consistent schedule will reduce your credibility.

Am I sure I know all the facts?

Take the time to investigate when the situation warrants it.

What is the employee’s performance record?

If you have an otherwise outstanding employee with a consistent record of performance who has had a lapse in judgment, there certainly needs to be some consideration made for this. Nevertheless, if a pattern of behavior develops, it has to be addressed regardless of the length of service.

What level of severity does this warrant?

Traditionally, the disciplinary process begins with a verbal warning as part of a progressive discipline system. If the behavior continues, a written warning should follow. If this doesn’t correct the situation, another written warning or suspension to provide time to investigate the circumstances is usually appropriate. Finally, if the behavior continues, you may decide to terminate.

Keep in mind that a revolving 12-month calendar should be your guide. For example, if you are disciplining on something that is a repetition of something that happened over a year ago, the impact will not be as significant. You should consider starting the process over with a verbal warning.

If the behavior is extremely serious, the steps of progressive discipline can be eliminated in favor of immediate termination. Behaviors that could warrant immediate dismissal are:

• Possession of or use of drugs or alcohol on company property

• Sexual harassment

• Threatening employees or customers with violence

• Theft

• Sleeping on the job

• Extreme insubordination

After you have reviewed the checklist, preparing for the disciplinary discussion is critical. Your written documentation should include: date and place of infraction; factual details; specific rules that have been violated; remedial steps that are to be taken; signatures. If an employee refuses to sign (indicating receipt of the document), it can be indicated on the signature line. Even verbal warnings should be documented in writing.

The environment should be private and written documentation should already be complete. Taking the following steps will help make the discussion more effective:

1. Describe the problem or offense

2. Ask for reasons: listen to the response

3. Describe the action and reasoning

4. Indicate follow up action and set follow up date

5. End the counseling session on a positive note indicating confidence in the ability of the person to change behaviors

Disciplinary discussions are difficult and unpleasant. However, putting off these discussions can undermine your business and your staff. Take charge of these situations and you can avoid spoiling your whole bunch!

Libby Anderson is a human resource consultant and trainer. She can be reached via e-mail at edahrsvcs@aol.com.