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  • Add You - Employee Discipline: How to Nip Problems in the Bud

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    cy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you
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    Are you uncomfortable with delivering disciplinary action, even involving employees you know deserve it? You're not alone. Disciplinary action is one of the least favored tasks a supervisor must occasionally perform.

    Disciplining employees is so dreaded by so many supervisors that many look the other way when trouble develops, perhaps in the hope that the matter will correct itself. But most of the time it doesn’t – it tends to go from bad to worse. Rather than allow that to happen, take positive steps to prevent this potential problem from becoming a real problem.

    Consider this simple example. Assume you have an attendance policy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you b

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    favored tasks a supervisor must occasionally perform.

    Disciplining employees is so dreaded by so many supervisors that many look the other way when trouble develops, perhaps in the hope that the matter will correct itself. But most of the time it doesn’t – it tends to go from bad to worse. Rather than allow that to happen, take positive steps to prevent this potential problem from becoming a real problem.

    Consider this simple example. Assume you have an attendance policy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you

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    develops, perhaps in the hope that the matter will correct itself. But most of the time it doesn’t – it tends to go from bad to worse. Rather than allow that to happen, take positive steps to prevent this potential problem from becoming a real problem.

    Consider this simple example. Assume you have an attendance policy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you

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    happen, take positive steps to prevent this potential problem from becoming a real problem.

    Consider this simple example. Assume you have an attendance policy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you

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    cy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you become aware that a particular employee has already come in late twice without getting your permission. With more than half of the year remaining, you are concerned that she will be in a disciplinary situation before year's end.

    Positive action begins with coaching. When the employee hits that second unexcused lateness, take that person aside and follow these five coaching steps.

    1. Review the policy with the individual and point out the consequences that could lie ahead if the present rate of absenteeism continues.
    2. Explain why the policy exists and why it must apply equally to all employees.
    3. Ask the emplo

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