Disciplinary procedures for staff should not be regarded as a last resort; they represent steps to correct action or behaviour for the good of both the employee and the organisation, and should be seen as an opportunity for the employee’s personal development, not just a castigatory initiative.

However, the growth in the topic in management training courses suggests that many managers need to improve their understanding of the process. If an employee is falling far short of expectations, the worst thing a manager can do, is do nothing.

Misconduct is perhaps the most serious reason as to why you may discipline an employee. Potential examples are vast, and each may require a different level of reaction from management.

For example, disciplinary action as result of an employee ‘borrowing’ a ream of paper from the stationery cupboard for personal use may require a different level of corrective action than an employee who has displayed a physically violent outburst. The first example may justify and informal discussion, the latter may lead to immediate dismissal.

It’s important for any organisation to have a conduct of conduct which clearly states what it is expected from employees and the employer. This is an ideal insertion into a company handbook of policies and procedures.

Remember, retaining and turning around an employee can save the organisation many direct and indirect costs, as opposed to termination and recruitment.

Related posts:

1. Disciplining for poor performance
2. First stage in Disciplinary action – Informal Verbal
3. Growth in Training for Disciplinary Procedure

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