Instructor for this course
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Not all employees perform at the same level. The variation in performance can become an issue where an employee doesn’t know or care about their work. They come in late or leave early (or both). They are unproductive with their time, disruptive in the workplace, and they cause problems with customers or other employees. Often, they hold the team back from reaching its potential. This course explores right and wrong ways to coach employees and address these deficiencies. The first part of this course focuses on how to clearly identify performance issues, set goals for improvement, and outline consequences. Part Two addresses how to document the process in a way that provides the employee a reference, gives the manager a tool for accountability, and demonstrates a reasonable approach where the action is later reviewed by a neutral third party (such as an attorney or labor commissioner).

Most managers don’t like dealing with discipline – either dispensing it or receiving feedback of poor performance. The ones who do look forward to discipline can be scary! But the reality is that coaching conversations and discipline are necessary. Good discipline leads to improved performance or a defensible position if challenged. Bad discipline will result in poor morale, higher turnover, allegations of unfairness or favoritism, and potential financial losses due to lost productivity – and in extreme circumstances due to the costs of defending regulatory and legal challenges.

How managers handle discipline AND how they document that discipline is key. Good managers will seize the opportunity to focus on improvement and motivation. Poor managers will leverage their title for short-term success and long-term detriment.

Learning Objectives

  • Explore the varied impact that well-planned or poorly-executed  performance management can have on employee morale, the business’ overall performance, and the company’s reputation.
  • Discover a clear, concise and consistent approach to communicate and document employee performance improvement conversations.
  • Recognize the importance of clear documentation to provide the employee for further reference and to demonstrate to third parties, such as state/federal agencies or attorneys, that the conversation and expectations were reasonable and fair.
  • Identify basic steps every manager should take to ensure that they thoroughly and efficiently optimize performance improvement conversations to best enable success. 

 

 

Prerequisites

Course Complexity: Intermediate

No advanced preparation or prerequisites are required for this course.

Education Provider Information

Company:
Illumeo, Inc., 75 East Santa Clara St., Suite 1215, San Jose, CA 95113
Contact:
For more information regarding this course, including complaint and cancellation policies, please contact our offices at (408) 400- 3993 or send an e-mail to .
Course Syllabus
INTRODUCTION and OVERVIEW
  13:11Introduction to Discipline Boot Camp
  9:17Discipline's Role
  13:28Creating Good Documentation
  12:18Adverse Impact and Discrimination
  11:23Documentation, Defensible Excuses, and Reasonable Accommodations
  8:11Delivering Effective Discipline
CONTINUOS PLAY
  1:07:48Discipline Boot Camp
SUPPORTING MATERIALS
  PDFSlides: Discipline Boot Camp
  PDFDiscipline Boot Camp Glossary/Index
REVIEW and TEST
  quizREVIEW QUESTIONS
 examFINAL EXAM