Supervisor's Corner

The Art of Criticism...And Giving Reprimands

from On the Move, Summer (June) Quarter 1998, Volume 11, Number 2

Go back to "The Utah Technology Transfer Center On the Move Summer 1998 Newsletter"

As a supervisor, occasionally you may have to discipline employees whose behavior interferes with the orderly progress of work in your group. Examples might be excessive absences; substandard job performance; violation of a rule or order; abrasive, sarcastic or generally negative behavior; or even illegal acts such as theft, gambling, fighting or drug dealing. Your agency's personnel policies and procedures will give specific guidelines, but the following general principles can help you use discipline effectively.

Focus on the Positive

Sometimes infractions are so serious (major theft, for example) that firing a worker is the only solution. But in most cases the primary goal of discipline is not to punish but to get a positive response and improved performance from the worker. The best way to do that is to build up the person's belief in his or her own strength and ability to change.

Listen to the worker's side of the situation, and let him or her know you are willing to help.

To focus energy and reduce the chance of failure, identify together the most important change to be made and the steps for achieving it. Then get a commitment from the worker on this plan for change.

Check periodically and be sure to compliment progress even if the goal hasn't been reached yet. Remember that change is a process; it may take several unsuccessful attempts before success is achieved.

Be Fair

Be sure of the facts before you discipline a worker.

Know the limits of your authority and stay within them.

Stay calm and be respectful.

Consider possible justifications or extenuating circumstances.

Apply rules and penalties without discrimination, but do consider the worker's record.

Be sure the discipline is appropriate for the offense.

Take Progressive Steps

By developing your worker's skills through instruction, guidance, and encouragement, you will frequently avoid the need for discipline. Give all your workers regular feedback on how you view their performance. If substandard work appears to be the result of a lack of job knowledge or skills, provide training and give the worker plenty of opportunity to improve. If poor performance or other problems persist, progress from the mildest form of discipline to the more severe forms.

Progress from an oral reprimand to a written reprimand; be clear and specific about the changes the worker must make and set a deadline for showing improvement. By documenting these steps, you also will have a clear record that the worker has received adequate warning.

If these methods do not produce results, your final disciplinary alternatives are temporary layoff or suspension, demotion (use only for inability to handle work assignment), and termination.

Remember at all times that disciplining a worker should be a rational rather than an emotional action. If done firmly but sensitively, it will usually bring about improvement and increased cooperation.