This model corrective memo is a training tool I developed at Arlington Public Schools and Arlington Country government, and it has all the proper moving parts to keep you out of trouble.
Trouble? What kind? Inexactness, emotional weird statements, threats, and things you would say to your spouse in a fight like "you never listen!"
So here's the Documenting Performance outline (by the way, stop reading this blog and get some decent training at the link to the side called "14 Vital Skills for Supervisors". It's also available in Spanish--yes, the only such program in the U.S.A or South America.
Yes, I have looked. Nothing like it exists.
=================================================
PURPOSE: Let's get this straight. The corrective memo (written warning) is a means of
1. Write a statement of specific concern about job performance problem: quality of work, attendanc availability, conduct/behavior. Include specifics: what happened, when, dates, times, etc.
2. Remind employee about prior conversations or discussions concerning performance issues, and when these occurred.
3. Statement of specific negative impact or consequences for the performance problem(s) stated in #1.
4. Statement of what changes are required and when these changes should occur.
5. Statement of possible consequences, administrative actions, or disciplinary steps if problems continue.
6. Statement asking employee to speak with supervisor if needed to clarify anything in corrective memo relative to changes requested in paragraph #3.
7. Statement of support and value. Mention positive performance elements of employee (what is done well, skills, etc.) but emphasize need for change. Mention resources available to help employee with correcting problem, if applicable.
8. Statement recommending employee contact the EAP based upon the job performance problems in case a personal problem of some type is contributing to the performance problems. DO NOT allude to your beliefs about the existence of a personal problem. An EAP referral by the supervisor is never based upon what the supervisor believes or thinks about an employee’s personal problem, but the performance issues. Insert in your letter the name of the EA professional to whom you spoke and his or her phone number. This will make it easier for the employee to follow through.
9. Supervisor’s plan for follow-up. Provide date when this will occur. Be specific about when you will speak with the employee again to see how things are going.
10. Thank the employee for his or her attention to the matter and end on a positive note.
11. Send a copy to the next level supervisor, as necessary. Send or fax a copy to the EAP.
This #11 i(If you have a company employee assistance program, do not buy into the idea that this program is only a benefit for employees. When such programs were originally created in the mid-1970's (I was there!) they were considered management tools (and beneficial to employees), not employee benefits that management should never think about. Today, they have been beaten up, bastardized, and kicked around by insurance companies and fashioned into hotlines and 800# on backs of insurance cards. You do not know if your worker has some hairy personal problem, so encourage them
This one of many handouts in the Supervisor Training program "Oh So Easy" Supervisor Training Program of 14 Skills.
