Page 45 - Operations & Procedures Manuals

Employee Performance
Policy No. 217 – Corrective Action & Performance Counseling
Boys & Girls Clubs of Greater Scottsdale provides exemplary service to its members and families. Behavior of the staff directly affects this service. There may be times when a manager needs to take corrective action with an employee to resolve a performance problem. We recognize that this can be a difficult task. Managers must consult with Human Resources prior to delivery of any corrective action including written warning, suspension, probation or termination. (Refer to the Standard Operating Procedures Manual as a reference guide to assist managers in handling corrective actions efficiently and effectively.)
There are basically 4 reasons that the manager will initiate Corrective Action:
1. Performance problem has surfaced. Employee not meeting expectations.
2. Previous coaching, counseling, or other actions by the manager have not been effective in
resolving the problem.
3. The problem has made a significant negative impact on other Club employees, members, or
volunteers.
4. The problem has regressed and/or increased in its frequency of occurrence.
The overall goals of Corrective Action are to:
• Communicate the significance and seriousness of the employee’s performance or behavior problem.
• Provide a clear understanding of your resolution expectations -- what specifically the employee needs to change or stop.
• Establish a timeline for corrected behavior to be accomplished.
• Inform the employee that you will provide timely feedback and follow up and will be available for
coaching and counseling as is appropriate.
• Ensure the employee understands the repercussions and consequences for their employment if
the behavior is not corrected within established timeframe.
Document! Document! Document using the Corrective Action Form. Anytime you counsel or pursue any type of corrective action with an employee, you need to document the details. Documentation for verbal counseling to termination is needed and should include all applicable items as listed below:
• Relevant background/history
• Assessment of impact & frequency
• Examples of the performance problem(s)
• Expectations of performance moving forward
• Timeline for change
• Success measurements
• Consequences, as appropriate
• Signature of employee and manager for written warnings
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