Steps in the Corrective Action Process

Before the steps – Training and Coaching

Verbal Warning

The first step in the corrective action process is a verbal warning. You should use the Notice of Corrective Action Form, available from UHRM Employee/Labor Relations, to document this step.

Before meeting with the employee to deliver the verbal warning, you should prepare your remarks using the FOSA method: List the facts of the situation, identify how this is not meeting performance expectations, offer possible solutions for improving the situation, and discuss actions that may be taken if performance does not improve.

Schedule a meeting with the employee. At the meeting, announce that you are initiating the corrective action process. Discuss your concerns with the employee and present the corrective action form. Conclude the meeting by setting a follow-up date when you will discuss progress with the employee.

It is important that you set a reasonable time frame for follow up. You should allow sufficient time to allow the employee the opportunity to improve, but not so much time that the employee minimizes the significance of the corrective action.

Be sure to provide the employee with a copy of the Notice of Corrective Action.

Note that if you are initiating corrective action with a union employee, a union steward may get involved in the process and may be present at your meeting.

If you have concerns about initiating the corrective action process, seek guidance from your department’s HR representative and/or involve UHRM Employee/Labor Relations if necessary.

Written Warning

The second step in the corrective action process is a written warning. You should use the Notice of Corrective Action Form, available from UHRM Employee/Labor Relations, to document this step.

Before meeting with the employee to deliver the written warning, you should prepare your remarks using the FOSA method: List the facts of the situation, identify how this is not meeting performance expectations, offer possible solutions for improving the situation, and discuss actions that may be taken if performance does not improve. At this point, if you have not already, you should begin to involve your department’s HR representative. Also contact UHRM Employee/Labor Relations, if necessary.

Schedule a meeting with the employee. At the meeting, briefly review the history, prior warnings, and discussions. Then state that you are initiating step 2 of the corrective action process. Discuss your concerns with the employee and present the corrective action form. When discussing possible actions, tell the employee that “failure to improve will result in continued Corrective Action - up to and including termination.” Conclude the meeting by setting a follow-up date when you will discuss progress with the employee.

It is important that you set a reasonable time frame for follow up. You should allow sufficient time to allow the employee the opportunity to improve, but not so much time that the employee minimizes the significance of the corrective action.

Be sure to provide the employee with a copy of the Notice of Corrective Action.

Note that if you are conducting corrective action with a union employee, a union steward may get involved in the process and may be present at your meeting.

Suspension

The third step in the corrective action process is suspension. If you are considering this step in the corrective action process, you must involve your HR Representative and UHRM Employee/Labor Relations. You will meet with E/LR to discuss the situation and identify your options for proceeding. When an employee is suspended, the leave may be paid or unpaid.

Schedule a meeting with the employee. At the meeting, briefly review the history, prior warnings, and discussions. Then state that you are initiating step 3 of the corrective action process. Discuss your concerns with the employee and present the corrective action form. When discussing possible actions, remind the employee that “Failure to improve will result in continued Corrective Action - up to and including termination.” Conclude the meeting by setting a follow-up date when you will discuss progress with the employee. It is also a good idea to request the employee’s University ID, University keys, etc. at this time.

Be sure to provide the employee with a copy of the Notice of Corrective Action.

Specific Warning of Discharge

The fourth step in the corrective action process is specific warning of discharge. This step requires the continuing involvement of your HR Representative and UHRM Employee/Labor Relations.

Schedule a meeting with the employee. At the meeting, you must deliver a strong warning with a no-nonsense message. Review the corrective steps that have been taken up to this point and indicate the ways in which expectations are still not being met. State that failure to improve will result in termination. Use terms like “repeatedly,” “unwilling,” and “last opportunity.” Conclude the meeting by setting a follow up date when you will discuss progress with the employee.

Be sure to provide the employee with a copy of the Notice of Corrective Action.

Discharge

The final step in the corrective action process is discharge. This terminates the relationship between the employee and the University. You must involve your HR Representative and UHRM Employee/Labor Relations in this process. You should also notify the University Police, if necessary.

Be sure to collect all University of Chicago property at the end of this meeting.

After discharging an employee, notify the employee’s co-workers and other people who worked with that person. Indicate that the person is no longer with the University; never discuss any specifics.
   
 
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