How to lay down the law to a staff member
Most employees act with their organisation’s best interests at heart. Inevitably, however, managers sometimes have to take disciplinary action against an errant employee. It is then important that the disciplinary action achieve a positive response from the employee. Any retaliatory, get-even, disgruntled reaction is a clear indication that the manager did not handle the matter well. The following guidelines will better prepare you for reprimanding employees in future…
1. Make sure the rules are known and understood.
Not only must you be thoroughly familiar with the organisation’s rules and policies, but you must also ensure that your employees know and understand them as well. Don’t fall into the trap of assuming they know the rules because they once received a printed copy of them. You must make sure that employees are reminded of them from time to time.
2. Get the facts before you act.
Before you take any disciplinary action, make sure you know what happened and when, and why it happened and how. Never make a hasty decision. Be aware of the employee’s past record and know how similar situations were handled in the past. Don’t accept hearsay evidence or go on general impressions.
3. Know your authority and operate within it.
What actions an you take without checking with anyone higher up? What can you only recommend to higher authority? Can you send an employee home, with or without pay, while an investigation is carried out? Are there others who should be advised of any actions - your boss, an equal opportunity officer, or personnel officer. You should know these things before you take any action. And finally, remember the advice of General Norman Schwarzkopf - 'Rule 13: When in command, take charge.'
4. Raise the issue in private.
Avoid open confrontation with the employee. If you censure a person in public, you can blow an issue out of all proportion and create unnecessary resentment.
So broach the subject with the employee in private, outlining your concerns and the problems created by the errant behaviour. Let the person know the general charge and the specific details of the offence. Reveal how you feel about the situation and invite an explanation of anything you might have misinterpreted.
5. Be calm, constructive, and consistent.
Discipline is not meant to be retaliatory; it should be constructive and consistent. Don’t lose your cool. Be as objective as possible. If you’re too emotional, postpone the confrontation until you regain your composure. What you say and how you will say it must influence the other person’s response. The purpose of a disciplinary encounter is not simply to relieve your feelings of anger and frustration.
6. Act decisively and fairly.
Managers can’t afford to be indecisive or wishy-washy; and risk paying the price for their inaction. Laying down the law implies leaving the employee in no doubt of your feelings, concerns, and disapproval, and that changes are required. The matter can be handled firmly but fairly by you, without any embarrassment and unpleasantness. The employee’s dignity should be maintained at all times.
7. Offer assistance and end on a positive note.
The aim of a disciplinary action should be to teach, not to punish. If necessary, arrange for coaching and counselling. Set down what the employee should do differently in the future. Conclude by expressing your confidence that the employee will make adjustments. Work towards the elimination of any feelings of resentment and bitterness. Motivate, encourage, and communicate optimism. Conclude with a clear understanding by both parties of what changes are required. Secure a commitment to future action.
8. Keep a written record.
Make notes on what happened and what you did about it. Even informal reprimands shouldn’t be solely oral. You should keep a record of the incident; legal implications demand that you document any action that could later lead to serious disciplinary action that might culminate in probation, suspension, or dismissal.
Remember that Freedom of Information legislation allows access by individuals to any details recorded about them. For this reason alone, your records must be objective and not prejudicial in any way.
If possible, in serious cases, ask the employee to sign the record of the meeting. If he or she refuses, call in a colleague to witness the refusal and to attest to the response in writing if necessary.
9. Follow-up.
You must follow-up in a reasonable time to determine the success of your intervention and to discuss if necessary the results of any actions that may have been taken. An informal chat on a friendly, positive note is probably all that is required.
