Do I … Coach, Correct or Say Goodbye? Correct or...Coach, Correct or Say Goodbye? ... When and How...

Do I …Coach, Correct or

Say Goodbye?

©2018 TPO – The HR Experts All rights reserved. www.tpohr.com

Presented by:GINA De MIRANDA, M.A., SPHR, PHR-ca, SHRM-SCP

TPO Bilingual [email protected]

mailto:[email protected]

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

John Quincy AdamsSixth president of the United States

(1825–29)

MANAGING or LEADING?


• How to HireRight and Set Employees Up for Success.• Giving and Receiving Feedback to Drive Accountability.• Coaching, Correction or Both?• Sidestepping Legal Landmines.• When and How to PIP.• When and How to Use an LCA.• When and How to Say Goodbye.

OBJECTIVES COVERED TODAY


THE COSTS OF A BAD HIRING DECISION

• Lost Worker Productivity• Lost Time Due to Recruiting & Training

Replacement• Expense of Recruiting & Training Replacement• Negative Impact on Employee Morale• Negative Impact on Client Solutions

….just to mention a few!

Steve Jobs on bad hiring, “... A small team of A+ players can run circles around a giant team of B and C players."


HIRE FOR SUCCESS

• HIRE THE RIGHT CANDIDATE . . .(not the one who interviews best!)

‒ Create a Compelling Picture of the Job‒ Identify & Quantify Success (30/60/90 & 1 YR) ‒ Define Required Versus Preferred Skills‒ Match Candidate Skills to Requirements‒ Ask Behavioral-based Questions‒ Assess Organizational & Team Fit


IS THIS YOUR NEW EMPLOYEE ORIENTATION?

NEW EMPLOYEES –INVEST IN THEIR SUCCESS

MINIMAL: STANDARD REQUIRED PAPERWORK

+ SHADOW ANOTHER WORKER

BETTER: STANDARD REQUIRED PAPERWORK+ STAFF INTRODUCTIONS + MEETING WITH MANAGER+ WORK STATION REVIEW+ SHADOW ANOTHER WORKER


Culture, Team, Pay, Benefits, Safety & SystemsWorkplace Tour & Meet LeadersEmployee Handbook, Job DescriptionSuccess Defined @ 30/60/90 Day & 1 YearInitial Training & Job ShadowingAssign a Peer Buddy/Mentor/CoachTimely, Constructive Feedback for Accountability90-Day New Employee SurveyOrientation Period Ends / Decision Point

NEW EMPLOYEES –INVEST IN THEIR SUCCESS

TPO RECOMMENDED ONBOARDING . . .


WHAT ALL EMPLOYEES NEED TO KNOWABOUT YOUR COMPANY

Values, Mission, Vision & CultureWhat is Our Product/Service?How Do We Provide Value?Who Are Our Leaders & What Are Their Roles?What is The Reporting Structure?What Gives Us Competitive Advantage?

DRIVING EMPLOYEE ENGAGEMENT



• What Are Our Current Business Goals?

• How Does My Job Fit Into The Organization?

• What Must I Accomplish To Be Successful & When?

• How Do My Contributions Impact Business Goals?

WHAT ALL EMPLOYEES NEED TO KNOWABOUT THEIR OWN ROLES

VISION, MISSION & VALUES

COMPANY GOALS

TEAM GOALS

INDIVIDUAL GOALS

WIN


‒ Annual Review of Job Descriptions‒ Employee Self-Evaluation ‒ Opportunities for Growth & Development‒ Documented Annual Performance Evaluations‒ Regular, Informal Check-ins to Refine & Adjust


PARTICIPATIVE, CONSISTENT & DOCUMENTED PERFORMANCE FEEDBACK


SITUATIONAL LEADERSHIP

Determines each employee’s current development level and uses the most effective leadership style for each employee.


THE PURPOSE OF SITUATIONAL LEADERSHIP

Increases Open Communications With More Frequency & Clarity

Develops/Enhances Employee Competence & Commitment

Encourages Employees to Take Their Own Initiative to Seek Solutions and Results

Values and Honors Differences


Specific

Measurable

Attainable

Realistic

Timebound

Ethical

Recorded

COMMUNICATING PERFORMANCE STANDARDS


Review the Standards with the Employee• Describe the task/objective and desired results.• Provide measurable goals tied to dates.• Discuss the procedure or steps.• Identify support needed.• Establish periodic progress updates.

Discuss Employee Concerns• Listen to their suggestions.• Maintain an open mind.• Help them solve the problem.

COMMUNICATING PERFORMANCE STANDARDS


• Understand how your employees want to be acknowledged.

• Make rewards meaningful and timely.• Show the connection to the overall goals of the

organization.

EVALUATE, ACKNOWLEDGE & REWARD SUCCESS


WHAT IF THINGS GO OFF-TRACK?


1. They don’t know what they are supposed to do.

2. They don’t know how to do it.

3. They don’t know why they should do it.

4. There are obstacles beyond their control.

5. They think they are doing the job.

WHY DO PEOPLE HAVE PERFORMANCE PROBLEMS?


6. They are working on the wrong things.

7. They don’t have the tools.

8. They think they know a better way.

9. Poor management.

10.They have personal problems.

WHY DO PEOPLE HAVE PERFORMANCE PROBLEMS?


“AT WILL” EMPLOYMENT

“AT WILL” means employer or employee may terminate employment with or without cause and with or without notice.

REINFORCE THIS STATEMENT IN:‒ Job Offers‒ Employee Handbooks‒ Job Descriptions‒ Performance Documentation‒ Commission and Bonus Plans


WRONGFUL TERMINATION occurs when an employee is fired for an UNLAWFUL or IMPERMISSIBLE reason such as:

‒ Express or Implied Contract to Work (Written or Verbal)‒ Discriminatory Reason‒ Retaliation for Using or Exercising an Employee Right ‒ Whistleblowing or Complaining About Legal Violations‒ Complaining About Wage & Hour Violations

“AT WILL” IS NOT A DEFENSE AGAINST WRONGFUL TERMINATION IN CALIFORNIA

“AT WILL” EMPLOYMENT LIMITATIONS IN CA


Is Coaching in Order?

©2018 TPO – The HR Experts. All rights reserved. www.tpohr.com

“Coaching is unlocking a

person’s potentialto maximize their own performance.It’s helping them to

learn rather than teaching them”.

Tim Gallway

WHAT IS COACHING?• Unlocking employee potential to maximize their own

performance. It is helping them to learn rather than teaching them.

• The art of facilitating the performance, learning and development of another.

• About developing a person’s skills and knowledge so that their job performance improves in alignment with organizational objectives.

• It usually lasts for a short period and focuses on specific skills and goals.

COACHING FOR SUCCESS


1. Start with the preferred outcome in mind.2. Delegate the whole task to the right person.3. Delegate responsibility and authority and ask

the employee to summarize the assignment to you.

4. Establish an ongoing feedback process.5. Maintain open communication.6. If you are not satisfied with progress, “DON’T

TAKE PROJECT BACK!”7. Evaluate and reward performance.

COACHING THROUGH DELEGATION


• Develop active listening skills.

• “Seek first to understand, then to be understood”.

– Stephen Covey

COACHING & COMMUNICATIONS


DO I CORRECT?


Each corrective action situation represents aunique set of circumstances and thereforeshould be…

REVIEWED and DECIDED on the INDIVIDUALfacts and in the context surrounding the

circumstances.

REVIEW AND INVESTIGATE


CORRECTIVE ACTION OPTIONS

Based on a thorough review, measured andappropriate corrective response options include:

– Verbal or Written COUNSELING– Written DISCIPLINE– Disciplinary PROBATION– REASSIGNMENT– SUSPENSION– PERFORMANCE IMPROVEMENT PLAN (PIP)– LAST CHANCE AGREEMENT (LCA)


COMMUNICATION & DOCUMENTATION ESSENTIALS


1. Identify Necessary Improvements to be Made2. Designate a Time Period for Improvement3. Document, Describe and Clarify4. Confirm What Happens if Problem Goes Uncorrected5. Make Sure You Have Authority to Proceed6. Follow-Up: Reinforce Improvements or Continue

Corrective Actions

Use Standardized Forms!

PERFORMANCE IMPROVEMENT PLANS (PIP)Critical Elements of a “PIP”:

1. Documents and Prescribes a Plan to Resolve Unacceptable Performance and Behaviors.

2. Creates a Written Action Plan to Address Specific Objectives with “SMARTER” Goals.

3. Specifies Progress Meetings with Manager.4. Establishes & Documents Consequences for Unmet

Expectations.5. Requires Managerial Decision & Action Upon

Completion.6. Stipulates consequences for failure to meet

performance standards or repeating same infractions.©2018 TPO – The HR Experts All rights reserved. www.tpohr.com

LAST CHANCE AGREEMENTS

Critical Elements of “LCAs”: 1. Documents unacceptable employee performance and behaviors.2. Identifies the failures that make consequences inevitable.3. Specifies a final period for correction.4. Establishes & Documents that termination will likely accompany

failure to comply.5. Restates Employment at Will.6. Is signed and dated by employee and employer.

LCAs must be carefully draftedUnion considerations applyInvolve legal counsel


DO I SAY GOOD-BYE?


INVOLUNTARY TERMINATIONS

The Basis for Involuntary Termination is:• Unacceptable Performance• Misconduct• Insubordination

Remember the Golden RuleNO SURPRISES!!!


THE DECISION to TERMINATEDO’S & DON’TS

First and foremost, is it fair? Is termination appropriate for the situation? Have the employer’s policies been followed leading up to the termination? Does the employee have a valid, overriding explanation? Have we been consistent in disciplining other employees for similar

violations or performance problems? If there are inconsistencies, what valid reason(s) exist to deviate from

established practice(s) in this instance? Have we documented all of the facts since first learning of the conduct or

performance problem?

© 2015 TPO The HR Experts - The Saqui Law Group All Rights Reserved

A PRE-TERMINATION CHECK-LIST

Will this termination violate any public policy?

Are the employee’s evaluations consistent with this action?

How long has the operation tolerated the conduct or performance problem?

Have other members of management been involved in making this determination?

Would co-workers perceive the decision to terminate fair or unfair?

Is the employee in a category that is protected under anti-discrimination laws?

Could the employee claim any type of harassment or discrimination?

What is the employee’s length of service?

Is this corrective action consistent with imposed on other employees?


THE DECISION to TERMINATEDOs & DON’TsA PRE-TERMINATION CHECK-LIST - Continued

Has the employee been told that termination may result if the conduct or performance continued? (Will it be a surprise?)

Are there other appropriate alternatives to termination, such as transfer, counseling, discipline, probation, suspension, or demotion?

Are there any health-related or any type of drug or alcohol-related problems?

Are there any known or suspected disabilities or reasonable accommodation issues?

Are there any pending or unresolved Worker’s Compensation issues?

Could the employee perceive the action as retaliation?


THE DECISION to TERMINATEDOs & DON’TsA PRE-TERMINATION CHECK-LIST - Continued

FINAL PAY REQUIREMENTS

INVOLUNTARY (termination): Immediately!

VOLUNTARY (resignation)• If employee gives less than 72-hours notice - WITHIN 72 HOURS.• If employee gives more than 72-hours notice - ON LAST DAY OF WORK.

Final pay must include all accrued but unused vacation and/or PTO!!


ALL POSITIONS!

SUCCESSFUL LEADERS LEAD

Addressing poor performance can be difficult, but doing nothing promotes team dysfunction and demotivation.


Q & A


Please fill out your evaluation form. For TPO’s Training Calendar, go to: www.tpohr.com

DO I … Coach, Discipline or Say Goodbye?

Presented by:GINA De MIRANDA, M.A., SPHR, PHR-ca, SHRM-SCP

TPO Bilingual [email protected]


http://www.tpohr.com/

mailto:[email protected]

Do I … Coach, Correct or Say Goodbye? Correct or...Coach, Correct or Say Goodbye? ... When and How...

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