By Kate Smith, SHRM-CP
Supervisors/managers often struggle to determine whether an employee issue should be addressed through coaching/counseling or formal disciplinary action. Making the wrong call or escalating the process too quickly can create risk and negatively impact employee trust. It is important to distinguish between coaching and discipline when addressing performance, conduct, attendance, or punctuality concerns.
Coaching, also known as counseling, is generally appropriate when an employee can improve and is willing to do so with guidance, clarification, or support. Before initiating discipline, supervisors/managers should consider whether expectations were clearly communicated, appropriate training was provided, and the employee was given a reasonable opportunity to improve. Coaching conversations should be held privately and focus on objective facts, including what/where the employee isn’t meeting expectations, what the employee can do differently, and why it is important to the organization. Stating the consequences if performance isn’t improved, and getting employees’ buy-in in the process, are also key.
Documenting employees’ performance deficiencies is an important step because it provides a clear, reliable record of performance, supports communication of expectations, and establishes measurable goals and deadlines for improvement. Documentation should capture both positive performance and deficiencies and may include manager notes, verbal or written warnings, or other records. Warnings should focus on factual, objective information such as dates, specific behaviors, witnesses, and any related policy violations, avoiding subjective language like “I think” or “it seems.” When more structured intervention is needed, a Performance Improvement Plan (PIP) can clearly outline expectations, resources, measurable goals, and timelines, with follow-up meetings to review progress.
Supervisors/managers should distinguish between employees who cannot meet expectations due to skill gaps, lack of training, or unclear instructions, and those who will not meet expectations despite having the ability and knowledge. Employees who cannot meet expectations should receive coaching, retraining, and monitored feedback, while employees who will not meet expectations may require disciplinary action. Disciplinary action is appropriate when an employee refuses to comply with expectations, repeatedly fails to meet standards despite coaching, or engages in misconduct. Before initiating discipline, review the facts, consider the employee’s performance history, confirm expectations and policies were clearly communicated, ensure consistent application of standards, and allow the employee to share their perspective.
Attendance-related issues require additional consideration and should not be addressed through rigid, one-size-fits-all warning or occurrence policies. Absences may initially appear to warrant discipline, but often require closer review. Absences protected under applicable law, including Paid Sick Leave, FMLA, CFRA, and Pregnancy Disability Leave, must not be treated as unexcused. Sudden or significant changes in attendance or performance by a previously reliable employee may indicate a medical condition or other protected issue and often require further discussion.
Tips and Best Practices for Supervisors and Managers
- Use coaching when improvement is achievable.
- Document early, consistently, and objectively.
- Communicate expectations clearly.
- Differentiate inability from unwillingness.
- Apply discipline thoughtfully and consistently.
- Exercise caution with attendance issues.
- Avoid rigid, automatic responses.
- Allow the employee to be heard.
- Provide ongoing supervisor training.
- Engage Human Resources or your HR Consultant early.
Contact your Silvers HR Consultant if you have any questions or need further guidance.