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Personnel Issues
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Reference Guide
Never underestimate the stress, tension and/or conflict that ripple outwardly from a people
problem. Left unattended, the worst cases will escalate from breakdowns in camaraderie and
teamwork, to other employees becoming a problem, to ultimately, the exodus of your best
employees (sometimes as a group) in search of a higher quality work environment. The recovery
costs when this occurs are staggering; departments can easily find themselves back-pedaling for
months just trying to replace the staff, and appease neglected, angry customers.
Even if your people problems don’t rank on this scale of severity, be assured that they will
certainly cause some damage if left unattended.
A problem employee:
• Is an employee whose work behavior is disruptive, distracting or distressing to
co-workers, workflow or managers?
• Is valuable (someone worth turning around) because of skills, knowledge,
camaraderie or other significant ties to the organization.
• Exhibits negative actions which are too subtle or infrequent to warrant formal
corrective action or progressive discipline, but which are bad enough to warrant
some kind of action.
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10 Warning Signs of a Performance Problem
2. Lowered productivity
4. Is reluctant to change
8. Poor concentration
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Problematic Employee Behavior Flowchart
START
Identify
the
problem
Try again to
define problem
Yes
1) Unacceptable
Performance?
No
2) Personality No Rethink, is No No
conflict which affects there truly a Problem
performance problem? exists
Yes
Yes
Does Does
performance performance
improve? improve?
Yes No Yes No
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Communicating With Employees about Performance Problems
• Communicate the impact of the employee’s behavior and how it reflects on:
o His or herself
o You
o The department or team
o The University
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Coaching/counseling includes:
REMEMBER!
As a supervisor, you are responsible for identifying deficient performance. Provide
coaching and counseling to help the employee succeed.
1. Observe performance.
• Management by walking around.
7. Be available.
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Tips for Presenting Disciplinary Action
Do’s: Don’ts:
• Have authorization from HR Services to proceed with any disciplinary action prior to the
meeting.
• Make sure you are using the progressive disciplinary process (unless there are
extenuating circumstances that warrant by-passing particular stages).
• Acquire approval from HR Services and the Provost’s Office prior to suspensions,
demotions and terminations (including temporary and emergency hires).
• Ensure that the action you are about to take is being consistently applied to all employees.
• Prepare in advance; rehearse what you intend to say.
• Determine where the meeting is to take place; select a location where you will have
privacy and not be interrupted (no knocking, no phone ringing, etc).
• Let the employee know about the meeting a few minutes prior to the time to prevent undo
anxiety.
• Clearly state why you have requested the meeting
o Maintain a neutral tone
o Make it clear to the employee that your goal is to help them succeed
o Address behaviors or issues that are creating concern
• Allow the employee an opportunity to present his/her perspective, ask questions and
explain any extenuating circumstances.
• Allow the employee to have input into developing solutions or a resolution.
• Schedule time to follow up and review progress.
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Termination Meeting
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Supervisor’s Disciplinary Action Checklist
This checklist is designed to help you remain objective in analyzing and administering
progressive disciplinary action that is consistent with “just cause.” Prior to taking disciplinary
action for a policy violation or for deficiencies in work performance, review the following
checklist. “No” answers may indicate that more information, further analysis or non disciplinary
action is required before moving to the next step in the disciplinary process. You should answer
all questions before deciding on a plan of action; then consult Employee & Management
Services in the Human Resource Services department.
Performance Deficiencies
Supervisors Responsibility
Employee & Management Services should be consulted prior to administering any disciplinary
action beyond coaching/counseling or a verbal warning. Please contact them at (575) 646-
2449 to schedule an appointment.
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Performance Improvement Plan
2. Action Plan:
What is to be accomplished? When to be completed?
________________________________________ ______________________________
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Description of incident (include specific details about situation, what happened, the
result, etc.):
________________________
Signature:
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Questions Prior to Terminating an Employee
1. Did the employer consult with the Human Resources Office prior to terminating
employee?
3. Have all the records (disciplinary records, performance appraisals) of the employee been
assembled and carefully reviewed?
5. Did the employee have sufficient time and opportunity to correct the problem in relation
to performance or misconduct?
7. Is the termination of the employee consistent with the past practice of the employer?
8. Will the employer be able to justify the termination of the employee if the employee files
a wrongful termination suit?
10. Did the decision to terminate comply with Human Resources Policies and Procedures?
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Notes
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Notes
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