How do you ensure a professional yet fair approach to disciplinary action?
"I have a very progressive approach to disciplinary action. One example I can give you is when I am facing a poor attendance issue. I recently sat down with one employee and mapped out their days off, showing them, with actual data, where they would be in their career two years down the road if their attendance remained the same. This data showed that he was missing nearly 1/4 of the time compared to other top performers in his department. I challenged him on that by simply asking, 'What could you do with your career if you fully applied yourself?' I documented our conversation as a verbal warning, and this conversation gave him his fire back."
If asked this question during your interview with their organization, your interviewer will not be looking for an HR Consultant who will throw the hammer down or overreact when situations arise. When it comes to disciplinary action, show the interviewer that you can be diplomatic and fair while remaining effective in your role. If you have an example to give, this is a great time to discuss what you have done in the past. If possible, show that you take all of the necessary steps to document the issues leading to the disciplinary action and then take swift and fair action professionally.
"In my experience, the most effective way to approach disciplinary action is to work with the employee on a performance plan, based on the fact that they are not meeting expectations. I like to solve an issue rather than put a band-aid on it. One time I had a sales employee who had missed their target two months in a row. Three months meant termination of employment, so it was vital that we got her back on track. We crafted a plan together, set her up with a senior salesperson for additional training and mentorship. Then, I checked in every week on her goals. She ended up being one of the top salespeople that year which was very satisfying to see."
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Anonymous Answer
Develop a clearly outlined policy that is progressive
Provide appropriate interactive training that uses various situations and role plays
Define and gain buy-in on what are considered infractions and what is considered grounds for immediate termination
Ensure that the expectations of work conduct are communicated to all existing associates and new members
When performance discussions occur, collaboratively create the performance improvements plan
Rachelle's Feedback
Your approach is very well structured and fair. Nice response.
Anonymous Answer
I would start with a more informal check-in conversation with them regarding the issue. Starting with a more collaborative approach to improving performance/workplace behaviour would usually result in the most motivation from the employee to improve. If this approach doesn't work, we would have a more formal conversation with them and the manager about improvement and explain what will be expected of them and what will happen if they do not correct their behaviour. Depending on the behaviour or consequences, it might warrant a more escalated approach. Still, it is important to stay calm and take the time to develop a plan with the manager to address the given situation.
Rachelle's Feedback
Your process sounds fair and well organized. If you have a specific example of when you utilized this approach, it would be good to include a brief story highlighting your approach and the final result.
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