EXAMPLE

Helen is a new employee who was a very good employee, punctual and productive. However she recently became a poor employee. She often is tardy and absent, unproductive and makes too many errors.

You rarely apply all 10 steps and this is not for minor infractions.

Start by saying:  Helen, we both know your performance isn't what it used to be. I'm hoping we can get it back to where it was a few weeks ago.  This is a good way to start, because you're demonstrating you're on her side and you're not simply going to berate her. Employees respond quite differently to managers who communicate they are on their side and want to help them succeed, than to mangers who berate employees.

In the last week you had an unscheduled absence and were late two times. And when you are here, you conservatively spend over half an hour away from your work to talk with other workers. This adds extra stress to all of us here and reduces our capacity to serve our customers. Maybe you don't realize it, but your co-workers do a lot of complaining about your lack of concern for the extra burden you put on them when they have to fill in for you. In the past I've seen tardy employees loose friends and have a hard time getting favors.

I'm responsible to make sure employees fulfill their obligations and others aren't taxed beyond their limits. I need to encourage you to focus on practicing the character traits of punctuality and dependability. Punctuality is showing esteem for others by doing the right thing at the right time vs. Tardiness. Dependability is fulfilling what I consented to do, even if it means unexpected sacrifice vs. Inconsistency. [Avoid focusing on more than two traits at a time.]

Close: Your past performance leads me to believe you are a good candidate for promotion. Addressing these areas will be to your benefit and I'm confident you won't let me down.

This is a true story. Helen [not real name] simply didn't realize the problems she was causing herself and others.