Orthotown April 2021 - 62

with the employee and outline how he or
she might better meet those expectations
moving forward. You might even ask for
input on how he or she can do better.
Often, the next step in
the process is simply a
STEP 2
verbal, but documented,
Offer verbal
coaching.
conversation.
When an employee
fails to meet a stated expectation, verbally
explain the problem to the employee,
clarify expectations and, if it makes sense
to, outline the consequences should the
situation not improve. At this point,
communicating the consequences of
inaction isn't necessary, but it's a critical
part of written warnings.
After the conversation, document what
was covered and date the exchange in the
employee's file, though the employee need
not sign anything at this point. For this type
of documentation and others, free software
such as CEDR Solutions' HR Vault simplifies
the process by allowing you to easily add
confidential, automatically time-stamped
notes to employee files.
If the issue persists or
a new issue pops up
Provide
that is more serious, it's
a written
warning.
time to have a second,
similar conversation.
This should include a written communication
that can also serve as a warning, often called
a " corrective action form. " This document
states the underperforming or unacceptable
job-related behavior; the impact it has on
the practice, clients, other employees, etc.;
the expected corrections the employee must

STEP 3

make; and the additional consequences to
be implemented if the issue doesn't improve.
This step adds an element of formality,
as well as a legal record necessary to establish
the legitimacy of your actions currently
and in the future. Employees should then
be asked to sign this form-an action that
indicates receipt and acknowledgment but
doesn't necessarily signal agreement with
the assessment.
A final written warning,
while rare, can be
Issue a final
issued if the employee
written
warning.
fails to make the corrections requested.
This document is similar to the first form, but
it states that without sufficient improvement,
the employment relationship likely will be
terminated. Once again, the employee signs
the document to verify its receipt.

STEP 4

W hile there are
insta nces of gross
Proceed with
misconduct for which
termination.
termination may be
the f irst a nd only
action available to an employer, termination
happens only as the fi nal step of PCC.
However, before terminating employment,
always assess the risks to the practice,
including whether the employee is in a
protected class or has participated in a
protected activity, along with consideration
of the existing documentation to support
the lawful termination. If you've been
following this process, your risks should
be minimized.
Assuming you have access to good HR
help and that you proceed with termination,

STEP 5

Download a free corrective action form
To download a free progressive corrective coaching form from CEDR HR
Solutions and/or to unlock CEDR's HR Vault software free for your practice,
go to cedrsolutions.com/townies.

62

provide a written letter stating the reasons
for your action. Keep in mind that this
letter requires careful thought and expertise
(which is a secondary topic that could
warrant a full article in itself). Done well
and supported by documentation, a properly
crafted termination letter can deter frivolous
lawsuits and disarm opportunists looking
for easy ways to extract settlements.

Apply equal enforcement
about expectations
While a PCC program is relatively simple
in theory, its success hinges on three factors:
consistency, regularity and documentation.
To retain its power and effectiveness, the
program must be continually and equally
enforced with all employees, all of the
time. By doing so, you will reap the legal
and fi nancial benefits associated with a
well-aligned team and employees will know
what's expected of them, as well as where
they stand with regard to their performance.
This means both you and your employees
will have a stronger, happier and more
productive relationship. To that end, here
are several things to keep in mind as you
execute a PCC program:
* Treat all employees the same.
If you document the tardiness
of one employee, for example,
you must do so for all others.
Also, ensure that each employee
has a personal file where you can
log these communications.
* Limit written records to the facts and
avoid emotions. Don't let things go
on too long or blow up and spin out
of control. Start with conversations
and establish the expectation
that feedback-both positive and
negative-is going to happen.
At CEDR HR Solutions, we use a
mnemonic called the FIRR Method
(see " FIRR Real " sidebar on facing
page). Focus on what the employee

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Orthotown April 2021

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