Being late and texting while working are
examples of culpable behaviour or temporary
culpable behaviour. After you have a
CC about the matter, the employee knows
you notice and care and the performance
will probably change. Make sure you talk
about the consequences if the changes do
not happen. For example, there will be discipline
or termination.
In the case of not properly reassembling
the transmission, you may discover that it
is non-culpable behaviour. They didn’t do
it properly because they didn’t know how.
Training might be the consequence.
CCs may also uncover a disability
that, once confirmed, may require
accommodation.
Training
Training and/or mentoring can be the solution
to poor performance. First, know what
it is you want to improve. Of course you
want to change an employee’s behaviour
so their performance improves, but tie that
changed behaviour to an operational outcome,
such as reduced shop time for jobs,
improved efficiency in standard repair
times, etc.
You will know if the training has been
effective when the employee not only has
learned something, but also has changed
behaviours – behaviours that positively
impact the operational outcome you
identified. Training not only solved the
performance problem, but now can be
considered an investment with a return.
Progressive discipline
Sometimes poor or unacceptable performance
needs a strong consequence to drive
home the point that the performance must
change. When the employee or employee
relationship is worth saving, consider discipline.
Progressive discipline (discipline
that progresses in severity) can be an effective
tool to drive home a strong message. It
also is a strong consequence. Progressive
discipline comes in steps. If employee performance
doesn’t improve, the next step of
discipline occurs. Some examples of these
steps are: first – a discipline meeting, second
– short to longer suspension without pay,
and lastly (if behaviour has not improved)
termination. There are times when performance
is so bad, behaviour so unacceptable,
or the employment relationship unsalvageable,
that termination of the employment relationship
(firing) is the answer.
Terminating the
employment relationship
Firing an employee is never easy and it
shouldn’t be. Make that decision when you’re
not emotional and be sure it’s a rational decision.
Once you’ve made the decision, act on
it. Delaying only causes you sleepless nights
and delays the inevitable. Termination can
be the best answer if the employee is not
right for the job or the operation.
When terminating an employee, be
calm and firm, treat them with respect,
follow the labour laws, don’t engage in a
debate and inform them of termination
consequences. Some of those consequences
are pay in lieu of notice (consider labour
standards or case law), receiving a record
of employment, turning in keys and passwords,
etc.
PM has it challenges; but it is your job to
deal with poor performance. You can deal
with those challenges using CCs, training,
discipline or termination.
Dawn Hillrud is a partner in Knibbs/
associates Sourcing People and an
associate of Knibbs/associates HR
Consulting. Both organizations provide
HR and employee recruitment services
to large and small businesses. Dawn is a
professional HR consultant who knows
how to change a tire and drive a tractor.
Leah Knibbs is the owner of Knibbs/
associates HR Consulting and a partner
in Knibbs/associates Sourcing People.
Leah is a professional HR consultant
who has operated a mixed farm.
Feel free to contact Dawn at
dawn@knibbs.ca or Leah at
leah@knibbs.ca for further discussion.
HR DEPARTMENT
“As the employee’s manager, it’s your
job to deal with performance problems
promptly and professionally.”
52 Think BIG | Quarter 1 2016 | saskheavy.ca
/saskheavy.ca
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