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THIS GUIDEBOOK acknowledges the efforts of any manager tasked with giving constructive feedback. If you are such a manager, I salute you, for conducting a performance-related feedback session is one of the more difficult tasks confronting management today. It is not made any easier by our litigious society, where even an employee who is non-compliant to explicit instructions, and thus terminated or denied a promotion, can seek legal redress.
The guidebook will not prevent indiscriminate legal actions. Its primary purpose is to help you develop a process to change unwanted work behaviors before they become a major problem. If the system works, there will be no need to concern yourself with legal action. You will have productive employees. If an employee does not respond to your efforts, you will have a well-documented defense should you find yourself a party to legal action.
What you will learn herein is an effective process of discipline and documentation. Some features of it I learned as an executive in human resources; some I developed out of necessity as the times and legislation changed doctrines and approaches. It is a process with a proven track record, one I am pleased to share with you.