b'MORE EFFECTIVEPersonnel Administration (continued from page 13)to ignore the problem and hope that it will go away. This not only has the effect of re-enforcing the employees undesirable conduct, but also can cause resentment by other employees. Pointing out a deficiency too long after the fact loses impact, and leaves more room for the employee to deny your observations. Also, implicitly, many employees feel that their transgressions have a very short statute of limitations, and that it is unfair for you to point out such problems too long after the fact.Administer discipline confidentially. If an employee feels publicly humiliated, they are more likely to take legal action to redeem themselves.Conduct severe or sensitive disciplinary meetings in the presence of a company witness.Provide the employee opportunity to give his side, but maintain control over the time, place, duration, and participants in any meeting.Document shortcomings and corrective action taken. It is one of your few opportunities to create evidence in support of your defense in the event that charges are filed.Watch raises and bonuses. No matter whatthe penalty fit the infraction.you tell a marginal employee, they may perceiveGet the facts before taking disciplinary action. There is a tendency to ignoreGive the employee the chance to give their side.Watch performance evaluations. They are a the problem and hope it will godouble-edged sword. You may be creating evidence away against yourself.Evaluate accurately or not at all.Do not use performance evaluations as a the raise or bonus as being based on merit evensubstitute for employee counseling or disciplinary though it is just a cost of living adjustment. action.Do not enter into any written agreement orRecognize when you are getting in over your head. understanding with an employee without approvalGet help from your employment counsel before from the CEO. making a mistake.Be accurate in the reasons given for disciplinaryTERMINATING EMPLOYEESaction. In most cases, a reason should be given.Lay the correct groundwork. Where possible, If no reason is given, the employee may assumeutilize progressive discipline prior to termination. that there is an illegal motive. Also, employees willDocument deficiencies.often recognize an untrue reason, and may assumeSeize the opportunity for a clear termination of a that the real reason is discrimination. Once given,problem employee.Timing is everything!a reason is difficult to change.Watch your comments. Ethnic or sexist jokes orBe careful of the reasons given for termination. In remarks concerning an employee or a protectedsome cases, it may be best not to give any reason class can prompt discrimination charges. or explanation, although this is the exception Utilize progressive corrective discipline but makerather than the rule. Employees who are not given 14 www.mrca.orgMidwest Roofer'