| Handling Corrective Discussions
With Ease And Success E-Book
Only $24.95
• Avoid Costly Litigation.
• Easy & Effective Step-by-step Process.
• Keep Unemployment Claims Under Control.
• Protect And Enhance Employee Teamwork And Moral.
•Take Control of Your Toughest Employee Problems Confidently and Correctly.
• The Cost of Not Handling Corrective Actions Promptly And Effectively Is Just Too High To Ignore!
Handling Corrective Discussions With Ease And Success E-Book provides you with a Step-by-step process, which is so easy and works so well you will be amazed. I have personally used and taught this process for 20 years and it gets results!
The 5 basic and critical corrective discussion processes are covered in this E-book with the brief, essential information and rational needed to handle the discussion effectively.
Specific forms, using the discussion guide format are provided for documenting each of your counseling sessions.
At the end of your E-book are printable discussion planning guide cards that will make it to easy to prepare for the effective handling of each situation.
Customer Feedback “Joan,
Thank you for the E-Book "Handling Corrective Discussions with Ease and Success. Your candid and personal approach to what can be a challenging and awkward situation for supervisors is simple, direct and very achievable by anyone.
I have supervised employees for ten years and never once did a college class I took, or my employers offer training, guidance or the information you provide in your E-Book. Your book is a great source that can be utilized everyday. How refreshing to use the term "corrective discussion" versus reprimand and substandard performance, that is used by my employer. Your informative E-Book and coaching me through the steps have made me be a better supervisor.
Thank You!
Roberta Moss, Customer Service Manager” Table of Contents Chapter 1 Introduction to Managing Corrective Discussions
Chapter 2 Foundations for Good Employee Performance and Behavior
Orientation Check List
Words, Statements and Phrases that Invite
Discussion, Problem Solving and Commitment
Associate Counseling Forms
Chapter 3 Improving Employee Performance Discussion
Chapter 4 Employee Behavior Problem Discussion
Chapter 5 Maintaining Good or Improved Performance
or Behavior
Chapter 6 Lack of Improvement Follow-Up Discussion
Chapter 7 Last Chance Disciplinary Discussion
Chapter 8 The Use and Purpose of an Employee Handbook
vs. The Use and Purpose of a Personnel Policy
and Procedures Manual
Printable Discussion Planning Cards Sample Portion of Chapter 4
Resolving Employee Behavior Problems
Addressing poor work habits or behavior problems is a difficult discussion because it is very personal. The behavior is totally under the control of the individual therefore, it can only be changed by the individual. To determine whether you have a performance problem or a behavior problem, ask yourself:
1. Is this something the person can do, but won’t do?
2. Is it a condition, circumstance or behavior over which
this person has complete control?
Remember that the quality or quantity of work (performance) may be affected as a result of the behavior. You have to decide which problem to address. If you answer "yes" to either question 1 or 2, then you probably have a behavior problem. While there may appear to be barriers to changing the behavior, they are often excuses. You must listen carefully and probe to determine the difference between an excuse and a truly extenuating circumstance.
I once had an employee who arrived late every morning. It was her responsibility to have her department and cash register open and ready for business when the store opened. She was the only one in the department so being on time was essential.
When I asked her for the reason she was late, she said her husband worked the night shift and did not get home with the car in time. Pointing out why it was critical for her to be on time, I asked her what ideas she had for solving the problem. She said she couldn’t control when her husband got home, so there was nothing she could do.
We discussed several possible solutions, including busses, rides with neighbors or other employees. No matter what the solution, she had a reason why it wouldn’t work.
I told her that since this job required opening the department she would have to be on time. However, if that could not be worked out I had a short-hour job that she could have. Of course, it would pay only half as much as she was currently making. The next Monday she had figured out a way to get to work on time, and we never had another lateness problem.
It is very important to plan your entire course of action before you begin the discussion. This includes the types of disciplinary actions, which you can and are willing, to carry out if the behavior does not improve.
A poor work habit or behavior problem will be most easily resolved if it is dealt with as soon as it appears. It must be observed and documented specifically and accurately. Third-hand information is hard to prove and only leads to finger pointing, excuses and blaming. This means you must spend time around your employees and check out complaints personally. Rest assured that if a behavior problem does exist, the behavior will repeat itself often enough for you to observe it. ...................
The 29 page Handling Corrective Discussions With Ease And Success E-Book will be e-mailed to you in Microsoft Word 6.0. . Invest Right Now In Learning How To Handle Corrective Discussions With Ease And Success!
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