READY, AIM, .....(cont.)

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Written Warning

A third infraction requires a written notice accompanied by another conversation. Never just hand the written warning to an employee; it looks like you are avoiding confrontation.

The goal of a written warning is to let the employee know you are serious about the need for improvement. The employee is required to sign the form. This only means that he knows of the warning, not that he necessarily agrees with it. You need to tell him that you care about him doing well and again ask whether there is any specific help he needs to correct the problem.

Final Warning

You have personally and tactfully warned the individual three times. The third warning was both oral and written. Now your managerial back is to the wall. With the written final warning letter, you are being most explicit that further similar infractions will lead to immediate termination of employment.

Again, you state the facts and remind the employee of the previous warnings and obtain his signature confirming that they have had this final warning. The signature is important because it will prevent: him from successfully arguing later he was not aware of the seriousness of the situation.

Consultant’s note. The above progression does not include a possible stage of “suspension”: which may be effective in some situations where you need time of the employee being away from the job to gather additional performance work issues information. It also gives the employee the opportunity to think about the importance of their job and to possibly offer some plan for improvements.

In a retail setting where voluntary or involuntary terminations happen quite frequently, it may be more practical to not use suspensions or even all of the steps above. However, be careful to use the steps that you do use for ALL persons being considered for termination. Accept in the case of gross misconduct (dishonesty and other issues) the more you stick to the same “process” of determining a worker for termination the more likely you can avoid someone alleging that you have been unfair or “prejudicial”.

So there you have it, a fair, consistent documented approach to creating a legal, professional process that will either redirect poor performances or position your company to rid itself of a "pain in the neck". So, get ready, aim and fire your problems. Now look for the “Fire” article for conducting the actual termination Interview.

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