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Discipline & Corrective Action

 EMPLOYEE DISCIPLINE & CORRECTIVE ACTION

CONFRONTING NON- PERFORMANCE
Guidelines for disciplinary action
From time to time, each manager will encounter an employee who will have difficulty staying within the salon guidelines, requirements, or meeting salon expectations. It is essential for managers to realize that disciplining is not to shame or scold an employee, but merely to point out non-compliance and assist in corrective action. Discipline is any training that strengthens, molds or shapes behavior.
Discipline
a. its foundation is cooperation, contribution, mutual understanding and respect
b. it is constructive
c. it preserves individual freedom and dignity, by giving freedom of choice
d. can be directed for individual and group behavior
e. each employee must fully understand policies, procedures and expectations upon beginning employment, and should receive preventative information meetings to review policies and procedures
f. direct all discipline to the person’s behavior; don’t attack self-esteem or dignity of employee
g. research and investigate problem, to present facts
h. be fair, use appropriate discipline measures for each violation
I. do not become emotionally involved; try to remain objective
j. ask for employee’s help in solving the problem

Guidelines for sending a problem solving message (p.s.m.) When confronting an employee with a problem, the language used and the technique in which the message is delivered, is equally as important to what is being said. The following guidelines will assist you in tackling problems in an effective manner.
A. Disclosure
1. identify problem as your problem (manager’s) not the
1 61 stylist’s problem
2. identify the facts and the
people involved
3. identify perplexities the
problem is causing
4. ask for employee’s help in solving the problem
B. When “problem disclosure” does
not work
1. state incident
2. state the effect it had or is having
3. communicate feelings
4. state corrective action and change in behavior
5. give encouragement and support; help build employee esteem
6. consequences of not changing behavior
7. follow up

Example:
(requesting help) “I’ve got a problem and I need your help.”
(identify people or facts related to problem) “The problem involves you and I” or whomever is involved.
(difficulty problem is causing) “When you are late for work, your first client must wait and consequently you are behind schedule all day” or “I’m concerned about the fact that.
(need to solve problem) “I feel a need to get this problem solved and I need your assistance.”
(encourage employee input) “What do you think the solution is?”
Documentation and follow-up:
When assisting in changing employee’s behavior, it is essential you give a lot of positive reinforcement and encouragement. This can be achieved by consistently documenting all incidents and meetings and following up with support meetings.

Corrective action consequences
Verbal warning -- Verbal warnings are for first time offenders of minor infractions. Two verbal warnings warrant a written warning.
Written warning -- Written warnings are accompanied by a corrective action form. The employee will be made aware of the infraction and ways to correct deficiency will be discussed and implemented.
Probation -- Probation is given after the second written warning. Probations last for thirty days. In this time, employee must implement corrective action; if the infraction occurs while on probation, employee is put on suspension without pay.
Suspension without pay -- Suspension without pay is the last resort. This time is designated for the employee to either seek outside help for continuing problem or to allow enough time for the employee to contemplate and change reoccuring behavior.
Termination -- Termination is the result of three warnings that have resulted in probation or suspension without pay. Serious offenses such as stealing, shall result in immediate termination.

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