PERFORMANCE CORRECTION NOTICE

DISCIPLINARY LEVEL

Verbal Correction—(To memorialize the conversation.)

Written Warning—(State nature of offense, method of correction, and action to be taken if offense is repeated.)

Investigatory Leave—(Include length of time and nature of review.)

Final Written Warning

Without decision-making leave

With decision-making leave (Attach memo of instructions.)

With unpaid suspension

SUBJECT:Ongoing performance and conduct challenges with your team’s performance

Policy/Procedure Violation

Performance Transgression

Behavior/Conduct Infraction

Absenteeism/Tardiness

PRIOR NOTIFICATIONS

Incident Description and Supporting Details: Include the following information: Time, Place, Date of Occurrence, and Persons Present as well as Organizational Impact.

Carson,

As you are aware, I opted to conduct skip-level meetings in order to hear directly from the staff members of those who report to me. The purpose of those skip-level meetings with your team and the teams of my other direct reports was to gauge the overall culture and level of employee satisfaction and engagement on our team. While my intentions were strictly to listen and not take any specific corrective actions as a result of what I heard, the findings from your team were so concerning that I opted to bring these matters to your direct attention to discuss them with you. Your staff members described your department’s culture and your leadership style as follows:

• Your department is infected with chronic negativity.

• Your communication style is described at times as caustic, confrontational, arrogant, and defensive.

• Your team suffers from an overreactive grapevine, meaning that team members gossip, “stir the pot,” complain about senior leadership, and criticize one another.

• You appear to reward employees’ negative behavior by pitting certain team members against one another and encouraging others to “stand their ground on principle.”

• Your team continues to suffer from high turnover, substandard productivity, and overall disengagement, which is consistent with this year’s Employee Opinion Survey (EOS) scores.

When I asked you for your input regarding these findings, rather than demonstrating concern for the team based on the feedback that I shared with you, you appeared apathetic and unconcerned. You stated that members of your team suffer from an entitlement mentality and are spoiled. They stir up trouble because the company doesn’t care about them, as evidenced by small merit increases, increasing health-care costs, and the constant need to change things for change’s sake. Overall, you assumed little responsibility for the ongoing morale and commitment problems on your team.

As such, it appears that you are not holding yourself sufficiently accountable as a leader and person of authority. Of the eight members of your team whom I interviewed, all but two described your leadership style as lacking, apathetic, or caustic. The majority of those interviewed stated that you not only tolerate caustic behavior but also model and perpetuate the negative actions that define your work atmosphere.

Further, the EOS reveals the following scores about you and your leadership of the team. On a scale of 1–9, 9 being the highest, you received aggregate leadership scores in the following areas:

These are the lowest scores of any director in our region. They clearly demonstrate that you are not fully engaged in your role as group lead or otherwise taking your leadership responsibilities seriously. Upon questioning you, I found that you demonstrated little concern for your team’s complaints. In fact, you didn’t seem to be overly worried or concerned about my findings.

As such, a written warning is warranted for failure to supervise responsibly, lack of commitment to listening to your employees’ needs and trying to improve the challenges they bring to your attention, and failure to demonstrate your commitment to this organization in terms of your behaviors toward others.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: I expect you take this skip-level feedback in conjunction with your EOS scores very seriously. The level of commitment you demonstrate is clearly within your control. As such, I expect you to complete a full turnaround in terms of your commitment, engagement, and motivation levels. I’m interested to learn what ideas you have for turning around those EOS scores and improving your relationship with your staff, so please schedule time on my calendar next week so we can review your findings.

2. Training or Special Direction Provided: None

3. Interim Performance Evaluation Necessary? No

4. Our Employee Assistance Program (EAP) provider, Prime Behavioral Health Group, can be confidentially reached to assist you at (800) 555-5555. This is strictly voluntary. A booklet regarding the EAP’s services is available from Human Resources.

5. In addition, I recognize that you may have certain ideas to improve your performance. Therefore, I encourage you to provide your own Personal Improvement Plan Input and Suggestions:

(Attach additional sheets if needed.)

OUTCOMES AND CONSEQUENCES

Positive: I will remain available to help you and discuss areas where you require additional support. If you meet your performance goals, no further disciplinary action will be taken regarding this issue. If you commit to reengaging your team and solidifying your relationships with your staff members, you will go a long way in demonstrating your commitment to the organization and to those whom you’re privileged to lead. Turning around a flailing team is an important leadership skill set, and I will be open to partnering with you as appropriate. Make note, however, that this is your team, and you are fully responsible for its ultimate success or failure. As such, I expect you to make this a top priority from this point forward.

Negative: Feedback on any leader of this magnitude is serious and concerning. If you are either unable or unwilling to demonstrate total commitment and key improvements in this area, your suitability for the leadership role that you currently occupy will be subject to reconsideration and could result in demotion or further disciplinary action up to and including dismissal of employment. A copy of this document will be placed in your personnel file.

Scheduled Review Date: Thirty days (September 30, 2017)

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE