HRMN 408 Respond to CLASSMATES responses.
Topic 1: Do NOT respond to the topic, respond to the classmates responses to the topic. Give a reference to support your statements.
You are the HR director of a company. Your CEO comes to you and says that he is having various issues with the office manager. Over the past few weeks, the office manager has been arriving at work consistently late. His direct supervisor has spoken to him several times about it, and the manager says that he is having “personal issues”. Sometimes during the day, although his jacket is thrown over his chair in his office, no one can find him or reach him for several hours at a time. The CEO suspects that he is slipping out of work during the day to resolve other issues. Most of his reports are late, and when he does turn them in, there are often frequent errors in the reports.
The CEO wants to terminate the office manager immediately, but is willing to listen to your advice on progressive discipline and what should be done with this employee.
He is also concerned that the employee might retaliate by claiming discrimination, since he is part of a minority group.
RESPONSE #1
1. Jennifer Johnson posted Oct 10, 2017 7:01 PM
The CEO of the company should follow these steps for progressive discipline for the office manager. After implementing a disciplinary step, if the employees behavior stops, the CEO should not proceed to the next step. Step 1 of the process normally would be to speak to the employee directly in regards to the issues occurring (Cordle, 2016). However, this step has already been followed several times. Therefore, the employee is already aware that management has a problem with some of his behavior at work. The next time the employee displays the problem behavior, the CEO should start with Step 2 Issue a Written Warning (Cordle, 2016). He should be sure to inform the employee that he is issuing the warning, and discuss efforts (if any) the employee has made to improve their behavior (Cordle, 2016). In the documented warning, the CEO should: describe the continuing problems, describe the expected improvements, offer suggestions on achieving those improvements, and outline the consequences if the problem behavior continues (Cordle, 2016). For example, to address the employees excessive tardiness a warning that a continuation of tardiness will result in termination, should be included (Wortman, 2017). Listing the consequences are of the upmost importance due to if the case ever ends up in court or arbitration, any judge or labor arbitrator will want proof that the employee received written warning of the consequences of failing to improve performance (Cordle, 2016). Step 3 Impose Discipline Outlined Company Policies & Issue a Second Written Warning after the employee displays the discussed behavior again (Cordle, 2016). This warning should include the disciplinary action(s) the CEO is taking against the employee and the reasons for the disciplinary action(s) (Cordle, 2016). For documentation, the CEO should include copies of any documents backing up the disciplinary decision, including counseling memos, witness statements, or photographs (Cordle, 2016). However, prior to issuing this second written warning, the CEO should be sure to discuss the situation with the employee, and a representative if one is requested (Cordle, 2016). The CEO should, in addition, be sure to listen to the defense the employee has to offer, and make sure the employee is aware of the review process your company follows (Cordle, 2016). Step 4 Termination (Cordle, 2016). The CEO should only proceed with this step if all other steps have not successfully stopped the employees misconduct (Cordle, 2016). If the misconduct is still continuing, the office managers employment should be terminated effective immediately (Cordle, 2016). Two weeks pay should also be included with the employees termination (Cordle, 2016). If the CEO follows these steps, and the employee does need to be terminated, the chances of litigation are minimized (Cordle, 2016). This is due to a system of fairness being implemented during the disciplinary process (Cordle, 2016). Fairness would be defined as multiple chances for improvement were given to the employee and the CEO informed the employee on every step in the process taken (Cordle, 2016).
References
Cordle, A. (2016, August 9). Progressive Discipline: Steps to Take Before Termination. Retrieved October 10, 2017, from http://gosmallbiz.com/progressive-discipline-steps-to-take-before-termination/
Wortman, B. (2017, January 12). Consultant’s Corner: Dealing with a Chronically Late Employee. Retrieved October 10, 2017, from http://gosmallbiz.com/consultants-corner-dealing-with-a-chronically-late-employee/
RESPONSE #2
2. Joshua Gray posted Oct 11, 2017 12:15 PM
I’d first recommend talking to the employee to figure out why he is consistently late and to also give him a verbal warning. This verbal should be documented and it should express the company rule about being late. It should also give the employee progressive discipline results. Meaning the verbal warning will tell the employee what will happen if he is late again and will eventually lead to termination.
Additionally, as an employer you must document each time the employee is late. You must present this finding to the employee and let them know that continuing these actions will lead to termination. You must have a strict plan and it must be exercised with all employees fairly across the board to avoid discrimination allegations.
http://smallbusiness.chron.com/discipline-employee-whos-always-late-15945.html
