human resources corrective action plan template

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University of Washington Human Resources

Hr operations, corrective action.

Table of Contents

“Just cause” standard

Informal counseling, formal counseling, final counseling, additional resources.

Last updated: October 31, 2023

The objective of corrective action is to correct and resolve employee performance problems in order to retain the employee as a productive staff member.

Whenever possible, the corrective action process should be a positive collaboration between the supervisor and employee to achieve necessary improvement rather than a punitive action against the employee.

Supervisors can encourage employee job success by:

• Establishing and communicating clear standards for successful performance
• Identifying job performance or behavior that does not meet standards and offering feedback in a timely manner
• Creating clear action plans to help employees achieve successful performance

This corrective action guide helps supervisors:

• Understand the “just cause” standard for corrective action
• Make fair and equitable decisions regarding corrective action
• Apply the corrective action approach when addressing employee performance concerns

Employees covered by this guide

The progressive corrective action process applies to all contract classified and classified non-union staff.

Employees not covered by this guide

Professional staff are employed “at will” and are not covered by this progressive corrective action process. Professional staff appointments can be modified or ended for any reason that does not unlawfully discriminate against the employee or violate public policy. Even without required progressive steps, good performance management principles encourage timely, appropriate feedback and documentation. Contact your HR consultant when considering professional staff corrective action.

Classified employees still in their probationary or trial service period are not covered under the progressive corrective action process. Contact your HR consultant regarding probationary or trial service performance concerns that are not resolved by counseling and coaching.

Corrective action for classified non-union and contract classified staff must meet the “just cause” standard.

Use the following six factors to assess whether there is just cause for corrective action in a given situation:

• Adequate notification of performance or conduct issues

Reasonable expectations and standards

Fair and objective investigation, substantial evidence, consistent treatment, appropriateness of corrective measures.

Failure to meet these six just cause factors can result in a corrective action decision being reversed or appealed if challenged.

Adequate notification

An employee must be:

• Adequately notified that their performance or behavior is unacceptable
• Advised of the potential consequences for failing to meet performance or behavioral expectations (including possible corrective action)

For example, notification of unacceptable conduct could be provided through making employees aware of published performance or behavioral standards (such as a University policy or departmental procedure) or through previous counseling or coaching regarding that behavior.

However, some behaviors are so unacceptable (such as theft or violence) that corrective action, including dismissal, may be warranted even without prior notice.

The department’s policies, procedures, practices, standards, and work rules must be reasonably related to efficient and safe operations.

The performance or behavioral issue must be properly investigated prior to taking corrective action.

A fair and objective fact-finding investigation includes gathering some or all of the following information:

• Date and time the incident or problem occurred
• Location of the incident or event
• List of other people who may have been involved or who witnessed the event
• Statements from witnesses or participants, as well as from the employee under investigation
• Documents or records related to the incident
• Assessment of the impact of the employee’s unsatisfactory performance or behavior on other people, the department, and the University

The investigation must reveal substantial evidence of the employee’s responsibility for the performance issue or offense.

Performance expectations, standards, and corrective actions should be applied evenhandedly. Employees in similar situations should be treated comparably. Be sure to review past practices so that you can remain consistent in your response to performance issues with all of your employees.

A corrective measure must match the seriousness of the offense. Additionally, you must take the individual’s employment and performance history into account. In other words, minor offenses and first occurrences typically warrant less severe action. Major offenses and repeated occurrences typically warrant stronger action.

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The first step in correcting performance is usually informal counseling. In most cases, it is appropriate to see if coaching, counseling, and retraining can bring performance up to a satisfactory level.

Feedback is typically given by talking directly with the employee. You should follow up with a simple written action plan or an email summarizing the discussion and action items.

Consider the following questions early on when an employee is not performing satisfactorily:

• Does the employee clearly understand their job duties and responsibilities?
• Does the employee clearly understand behavioral expectations?
• Does the employee clearly understand University and departmental policies and procedures?
• Does the employee have the skills and knowledge necessary to meet the competencies required for their position?
• Have the employee’s job-related concerns been considered (if such concerns have been expressed to you)?

If the answer to any of the questions above is “no,” work with the employee to clear up any confusion. If necessary, help the employee find training or education to develop the required competencies needed in their job. Turning the “no” answers into “yes” answers may be all it takes to get the employee back on track to meeting performance expectations.

Formal counseling is appropriate if:

• Informal counseling did not resolve the performance issue
• The issue is serious enough that it warrants skipping informal counseling

Steps of formal counseling

• Identifies each performance and behavioral problem
• Specifies the desired performance or behavior
• Outlines the actions necessary to correct the problem(s)
• Provides a reasonable time frame for correction
• Prepare a  Formal Counseling Memo Scheduling Notice (MS Word) for the employee that confirms the meeting and informs the employee of their right to representation at the meeting.
• Send the notice to the employee and schedule the formal counseling meeting. Your HR consultant must also attend this meeting.
• Focus on the specific performance or behavioral issue(s) rather than the employee’s attitude or personality.
• Summarize the findings of the investigation (if an investigation was conducted).
• Review any policy that has been violated.
• Explain clearly why the behavior or performance is a concern, including how it is impacting operations and other employees. Use direct and descriptive examples.
• Explain clearly the expected performance or behavior.
• Describe what will happen next if the performance is not corrected.
• Allow the employee an opportunity to respond to your comments.
• Review the drafted action plan and allow the employee to give input on the action plan. Revise the plan as needed.
• Schedule regular check-in meetings to provide feedback during the action plan’s timeline.
• Follow up the formal counseling meeting with a  Formal Counseling Session Follow-Up Memo (MS Word) and finalized action plan. The memo and plan should be reviewed by your HR consultant prior to sending them to the employee.
• Review the employee’s action plan continually and give feedback on the employee’s progress toward performance improvement. Document all feedback.

Final counseling is the last corrective action step prior to dismissal. Final counseling may be appropriate if:

• Formal counseling did not resolve the performance issue
• The issue is serious enough that it warrants skipping formal counseling

Steps of final counseling

• Review the employee’s formal counseling action plan (if this final counseling meeting is a follow-up to an earlier formal counseling meeting). Identify any continuing performance concerns and the actions required to correct them.
• Develop a final action plan — or revise the formal counseling action plan (if there was one).
• Prepare a  Final Counseling Memo Scheduling Notice (MS Word) for the employee that confirms the meeting and informs the employee of their right to representation at the meeting.
• Send the meeting notice to the employee and schedule the final counseling meeting. Your HR consultant must also attend this meeting.
• Explain clearly the behavior or performance that continues to be a concern.
• Review the action plan and allow the employee to give input. Revise the plan as needed.
• Provide a reasonable time frame for the employee to improve their performance or behavior, if applicable. (Some behavior must simply not be repeated, so the time frame is “immediate and sustained.”)
• Explain clearly that if the employee fails to meet expectations within the designated time frame, the next step is dismissal.
• Draft a  Final Counseling Follow-Up Memo (MS Word) and final action plan. The memo and action plan must be reviewed by your HR consultant prior to finalizing and sending them to the employee.
• Review the employee’s action plan and give feedback continually on the employee’s progress toward performance improvement. Document all feedback.

Dismissal is appropriate if the employee’s performance or behavior:

• Doesn’t improve with progressive corrective action
• Is so severe or unacceptable that progressive corrective action is not appropriate

Contact your HR consultant when you determine that dismissal may be appropriate. Work closely with your HR consultant through every step of the dismissal process.

Steps for dismissal

• Prepare a  Recommendation for Dismissal (MS Word) letter, stating the reasons you are recommending the employee be dismissed. Your HR consultant is responsible for obtaining appropriate legal and internal review of the dismissal recommendation letter.
• Bring representation with them to the meeting
• Present information orally or in writing as to why they shouldn’t be dismissed
• Send the predetermination meeting memo to the employee. Be sure to follow any notice timelines required by the employee’s collective bargaining agreement, if applicable.
• Forward the recommendation for dismissal letter to your appointing authority (dean, vice president, vice provost, medical center CEO, or delegated official).
• Conduct the predetermination meeting. You (or your appointing authority or designee), your HR consultant, the employee, and the employee’s representative of choice should all attend. During the meeting, allow the employee or the employee’s representative to provide any information the employee believes the appointing authority (or designee) should consider prior to making a decision on the recommendation to dismiss.
• Review the employee’s written or oral response to the dismissal recommendation after the meeting. With your HR consultant, determine whether to proceed with dismissal. If the decision is to dismiss, your HR consultant prepares an action letter. An action letter is the official notice of dismissal and must be signed by the appointing authority.
• Deliver the action letter in person to the employee. Arrange to have another individual present to witness the delivery of the letter. Document the names of both the person who delivers the action letter to the employee and the person who witnesses the delivery, as well as the date and time of the delivery. If an in-person delivery is not possible because the employee is not at work, the action letter must be sent by certified regular mail to the employee’s most recent address of record.
• Work with your HR consultant to complete all remaining steps related to the employee’s separation.

UW policies

• APS 43.16 Corrective Action Policy for Permanent Classified Non-Union Staff Covered by State Department of Personnel Rules
• APS 43.13 Probation and Trial Service Policy for Classified Non-Union Staff
• APS 43.14 Performance Management Policy for Classified Non-Union Staff
• Performance management supervisor guide
• Employee work performance

Civil service rules (classified non-union staff)

• WAC 357-40 (discipline)
• WAC 357-19 (trial service and probationary periods)
• WAC 357-37 (performance management)

Collective bargaining agreements

Professional Staff Program

Employees needing support regarding corrective action can contact their HR consultant or the Office of Ombud .

Benefits-eligible employees having personal issues affecting their job performance can contact the WA Employee Assistance Program , which provides confidential counseling.

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Corrective Action Plan Templates

44 best corrective action plan templates (word / excel).

As a business owner, you can use corrective actions in situations where the process starts experiencing flaws and is not in line with the intended goals. It occurs often in the work environment and you need remedial actions to prevent these behaviors from happening again. For this, you need a corrective action plan template to write down the most important details of the process and corrective actions of the situation.

Table of Contents

• 1 Corrective Action Plan Templates
• 2 What is a corrective action plan template?
• 3 Corrective Action Plan Examples
• 4 When do you need corrective action?
• 5 Corrective Action Forms
• 6 What are the key elements of a corrective action plan?
• 7 Samples Corrective Action Plan
• 8 How do you write a corrective action plan?
• 9 Corrective Action Plan Formats
• 10 Implementing your corrective action plan

What is a corrective action plan template?

Organizations and companies use corrective action plan examples to deal with and prevent any undesirable behaviors and situations at work. With this, you can identify the untoward incidents and undesirable behaviors then deal with them in the most appropriate way.

Using a corrective action template helps you create an official document that offers guidance in the process. There are different templates you can use including product redesigns, training, and other improvements.

There are also different ways to implement corrective actions. For instance, you can implement company-wide changes then introduce them at conferences or meetings . For things that involve a single employee, the most common approach is a one-on-one meeting.

Should a corrective action fail to resolve the issue, you can take other steps. For instance, you can send written warnings to the employee. In some cases, you can suspend the employee until the issue gets resolved.

Corrective Action Plan Examples

When do you need corrective action?

You can apply corrective actions in different situations and you will apply these will depend on the department. Here are some situations where you can use a corrective action form:

• HR Application The managers in the Human Resources Department can use a sample corrective action plan after attempting to counsel, coach, or rectify the behavior of an employee. In most HR departments, those who favor corrective action tend to view this as a disciplinary action. But in other departments like manufacturing and production, they might take the opposite approach where they encourage the proper use of corrective action in processes as a part of the process of continual improvement.
• Healthcare Application In cases involving healthcare delivery services, a government regulatory agency might instigate the use of a corrective action plan template. Many prefer an effective corrective action plan to prevent sanction plans and audits along with legal action.
• Manufacturing for Medical Products Since pharmaceuticals and medical devices are all governed by the Food and Drug Administration, it is the responsibility of the CAPA to avoid deficiencies by removing defective products.

Corrective Action Forms

What are the key elements of a corrective action plan?

Your corrective action plan template must include:

• A standard way of dealing with deficiencies.
• A process to begin, investigate, and apply a corrective action plan.
• Clarification of contractor or team member responsibilities.
• Clear establishment of the issues that require this plan.
• Information about resources available, constraints, stakeholders, metrics for completion, due dates, and progress updates.

Samples Corrective Action Plan

How do you write a corrective action plan?

Solving issues that arises start with identifying the cause of what went wrong as the top priority. The next step is where the real work begins as you create a corrective action plan template that will fully resolve the issue. Here are the steps you can use as a guide in making your corrective action plan format:

• Link to a compliance record Corrective actions can’t exist on their own. They are usually connected to significant areas of the compliance records to communicate the whole context of the issue. This means that you must first link each corrective action to the corresponding source.
• Establish the action items The main objective of employee corrective action examples is the formulation of action items that you will use to deal with the issue at hand. You may have to break this down into steps providing more details when necessary. This helps those involved understand what they must do.
• Defined the workflow Make sure that each of your corrective action steps passes through a number of key waypoints. The process may begin even before you have formed the plan. For instance, when someone makes a review of the initiating event and examining the root cause. Even the execution of the plan itself may require the involvement of several individuals, which might create opportunities for the issue to fall through the cracks. Remember that a truly comprehensive corrective action process will prevent these from occurring while eliminating the back-and-forth email exchanges that wastes so much time.
• Identify the responsible parties An important part of writing this plan is the assignment of responsible parties. This might sound too obvious but there are still some ways where you can power this process up. First, create a schedule of deliverables according to roles. This streamlines the process while creating accountability around each of the action items. Second, you should also consider what the process is in case the person doesn’t follow through. You come up with rules for who will hold the responsibility if a deliverable falls on a scheduled vacation while giving notice to a supervisor when someone drops the ball altogether.
• Assess the risks This is the last important part of any corrective action plan that works. In fact, you can also leverage a risk assessment both at the start and the end of the corrective action process. At the start, each of the corrective action requests may include a level of criticalness to calculate risk based on the risk matrix that you have developed internally. This allows you to filter out the most high-risk problems that need immediate addressing before they start developing further issues. You can also assess risk critically assessed before resolving the request since it would be the appropriate time whether or not the performed action can reduce the risk acceptably. Should the action not meet the requirements, then you will know it is time to return it to the start of the corrective action process. Outside of the plan itself, it will be the reporting process that will tie everything together, thus giving you a high-level overview of the effectiveness of your plan. This enables you to see elements like, which high-risk items are already overdue, the average time to closure, and any existing bottlenecks in your process.

Corrective Action Plan Formats

Implementing your corrective action plan

After you have understood the corrective action form and its importance, it is time to focus on how to implement it for the best results. When you have your employee corrective action examples on-hand, implement it through the following steps:

• Investigate the issue When you have created your corrective action plan template, you need to try to understand the underlying issue. Despite already having standard operating procedures or guidelines in place, there can still be some basic obstacles that make these standards and guidelines too challenging to achieve. But when you get into the core issues, the solutions will often present themselves. As such, it becomes easier to plan, take note of, and apply your corrective action plan.
• Plan your process After you have acquired a comprehensive understanding of the issue in question, it is now the time to plan your process for improvement. For this, you need to do the following: Examine the issue’s root cause. Assess and evaluate the nonconformance triggers like audits, customer complaints, process specifications, and so on. Identify any other related issues. Determine possible solutions. Implement your protocols for risk management. Establish the responsibilities of those involved at various stages. Set a realistic time period to test your plan.
• Write your corrective action plan Get a sheet of paper, a pen, and begin writing the details of your plan. Just make sure you include specific details like: The issue you need to address. The solution to improve or resolve the issue. A formal documentation of your policies . Specific procedures to address the issue. Individual and team responsibilities.
• Train the members of your team Hold a training meeting that focuses on your corrective action plan with your team. This step might be either extremely involved or straightforward, depending on how big your plan is. If it’s only for one individual, the training might only take a couple of hours. However, if your plan focuses on a bigger issue that affects your whole business, the training might take weeks or months. When you plan your training, make sure to explain the process from start to finish so that your team will have the understanding, skills, confidence, and knowledge needed to comply with the plan.
• Implement your plan As soon as you have completed the training, you now need to set a date to implement your plan. Just make sure that before the date arrives, you already have a completed plan with all of the procedures, methods, and instructions in place for all of your employees.
• Assess the results During the planning process, you should have already set a date to test your plan. Regardless of the duration, if the time period has already elapsed, you need to examine the results. Think of this as just a repetition of the first step where you try to get a sense of the underlying issue.
• Make adjustments to your plan After examining the results, create a new process by making adjustments to your plan then starting over again.

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Home » Human Resources (HR) Templates » Employee Corrective Action Plan Template (Word, PDF)

Human Resources (HR) Templates

Employee corrective action plan template (word, pdf).

An employee corrective action plan template is a document in MS Word, Adobe PDF, and Google docs in different formats.

An employee corrective action plan template is used by companies and organizations. They used it to prevent and deal with undesirable situations in the workplace. Moreover, it is also used to determine unacceptable issues and untoward events. Hence, an employee corrective action plan template assists you to make a professional document that gives guidance for this process. You may also like Mentoring Action Plan Template .

Table of Contents

Purpose of Employee Corrective Action Plan Template:

The main purpose of this plan is to correct and resolve employee performance problems. It is used to retain the employee as a productive staff member. Furthermore, this plan generates collaboration between the supervisor and employee. In this way, you can achieve the necessary improvement instead of punitive action against the employee.

What are the basic components of an employee corrective action plan?

During creating a corrective action plan , you should include the following basic components;

Oral warning:

The first step in the corrective action plan is an oral warning. Set a separate time and venue to discuss the oral warning. However, don’t give an oral warning to the employee in front of his coworkers. This is because it is unprofessional and completely embarrasses the employee. You should also check the Action Plan Template .

Written warning:

After that, if an employee encountering the same problems then gives him a written warning.

Suspension without pay:

The third step in the corrective action plan is suspension without pay. As a result, if an employee has failed to correct the warnings then he will be suspended without pay. There is generally a time period after given both oral and written warnings.

Decreasing of pay within the class:

Next, decreasing pay within the class is frequently combined with suspension. After the suspension, when returning to work, his salary will be deducted.

Declass of a lower classification:

Likewise, declass of a lower classification is also combined with suspension and reduction of pay. When the employee returns after suspension, he will be demoted and his salary will be reduced.

Most employers dismiss employees after suspension. Hence, there is no reason for keeping the employee. As the employee commits mistakes over and over again.

How to create an employee corrective action plan?

Firstly, define the problem and detail the situation. Then, explain what should be happening to resolve the situation. Use all your resources when you are in the process of creating a plan. However, you can also consult with other people for ideas and feedback.

During writing a plan, determine specific items that are concrete, measurable, and attainable. Choose the person who is responsible for each step in the process. Next, determine the resources that are available to get each action step. Set a time period for completion of the plan. After that, when your plan is implemented, monitor its progress.

In addition, you can also use a corrective action plan template. You can download them online. They will also help you to determine important information that must be included. You may also see Business Plan Template .

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Employee Corrective Action Plan Rubric Template

Free Printable Employee Corrective Action Plan Template

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Non-Highly Qualified Corrective Action Plan Template

Conclusion:

In conclusion, an employee corrective action plan template allows you to create a professional document. It will help the employees to improve their performance drastically.

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I am Ryan Duffy and legal writer. I received a bachelor of business administration (BBA) degree from London Business School. I have 8+ years of writing experience in the different template fields and working with ExcelTMP.com for 7 years. I work with a team of writers and business and legal professionals to provide you with the best templates.

Corrective Action Plan Template

Correct for any undesirable actions, outcomes, or behaviors that occur in the workplace. Document everything in a written framework with actionable steps using Miro’s template for corrective action.

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About the Corrective Action Plan Template

Once in a while, a manager or HR representative must deliver a corrective action plan to an employee. It’s a difficult conversation, but when inappropriate behavior occurs or job performance fails to meet expectations, the best course of action is to document the infraction. Not only does it help drive the conversation between HR, the manager, and the employee, but it also paves the way for actionable next steps for improvement. 

Keep reading to learn more about how to use this simple Corrective Action Plan Template.

What is a corrective action plan?

A corrective action plan takes difficult conversations — regarding behavior or job performance — and puts them into a professional, written framework so that the process, next steps, and details of the conversations are documented. A corrective action plan might include the following: 

A write-up of the deficiency (behavioral or performance) and why it has created a disconnect in the expectations of the role. 

An HR-approved template describing what is included in the corrective action plan and what steps must be followed. 

A process of stop, start, and continue is clearly laid out.

Clarification of roles & responsibilities.

A specification of the ramifications of not following the corrective action plan.

This might seem like a lot of work for a manager or HR team member, but that’s why having an easy-to-use template is just what you need to simplify the tasks! 

When to use corrective action plans

Corrective action plans aren’t always negative in nature. Sure, the most common use case might be combating behavior issues, but corrective action can also signal the need for sweeping changes within an organization or team. Put more simply: corrective action can be looked at like quality assurance within individuals or teams that pinpoints a problem, then sets out to fix a specific behavior, task, process, or product. 

Create your own corrective action plan

When it comes to corrective action plans, the most important thing is eliminating murky communication, aligning expectations, and providing step-by-step instructions for your employee. Here’s how to create your own, using Miro’s easy pre-made corrective action plan template.

Set a deadline.  Set a deadline for completing the steps for corrective action. Also make sure you clearly outline the consequences for not meeting the deadline. 

Set priorities and realistic goals: Whether this is an action plan for an individual or a team, setting yourself up for success means setting up priorities and goals. 

Document everything: Stakeholders, metrics, dates, expected resolution. Everything should be carefully documented so you have a record of the action plan.  

Define the problem!  Every corrective action plan must first start with a problem that must be addressed. Make sure you write this down. 

Get started with this template right now.

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Performance Improvement and Corrective Action

The primary goal of corrective action is to facilitate performance and behavior improvement, rather than to serve as a punitive action.  When applied appropriately, corrective action sets clear standards for employees and warns of consequences for noncompliance.  Corrective action can help move employees toward acceptable performance standards when the proper steps are taken.  A progressive corrective action model builds upon prior actions and helps promote fair decisions. By aligning corrective action with an employee’s performance evaluation, if an employee’s performance fails to meet expectations, it is reflected in the evaluation and is applied to address those issues.

Coaching an employee

Regardless of an employee’s classification and title, coaching is the foundation of the performance improvement process. Coaching is considered “informal” corrective action. As issues arise with staff behavior or performance, talk with the staff member to ensure awareness of the problem. Be specific regarding the nature of the problem and ensure that the employee understands that further action is possible, including formal corrective action, if the performance deficiencies persist or if other performance issues arise. An effective coaching conversation includes the following elements:

• Identify the objective facts of the issue (who, what, when, where).
• Ask the employee for their side of the story or response to the issue.
• Illustrate the impact the issue has on others and/or the workplace (e.g. hardship on coworkers and colleagues, poor service to customers, etc.).
• Discuss mechanisms for improvement and provide measurements and specific timeframes, if appropriate.
• Ask the staff member what they need to perform successfully in this area of work.
• Inform the staff member that you will continue to review their work to ensure expectations are met.
• Highlight areas where the staff member is performing well.

Inform the employee that you are documenting the conversation, and keep a summary of the conversation , including what the employee said about the issues, in a supervisory file (not the employee’s personnel file). It is a best practice to send an email to the employee following the coaching conversation to document the conversation and solidify expectations going forward. Follow up with the employee within a few weeks of the coaching session to review progress.

Coaching may not be required in every situation, depending on the circumstances. For example, managers may not need to engage in coaching when the issue involves workplace violence or theft, among other things. Issues such as these would proceed directly to a formal corrective action.

Formal corrective action

When coaching is ineffective in helping a staff member improve their performance and/or behavior, or when the issue is severe enough that coaching is an inappropriate first step, it is time to take formal corrective action. The steps a supervisor takes in formal corrective action vary by the employee’s classification and title, as outlined below. In all cases, however, consider the following guiding principles:

• Was the staff member provided with clear expectations?
• Were prior coaching conversations with the staff member documented?
• Did management thoroughly investigate the issue?
• Was the staff member given an opportunity to share their perspective on the issue?
• Is the staff member’s performance being managed in accordance with university and department policy?
• Is the staff member being treated consistently with other staff members?
• Are there any mitigating circumstances (e.g. approved FML or ADA accommodations)?

When considering formal corrective action we strive to treat employees fairly by making sure they are aware of the problem, by gathering enough information to make a reasonable decision about appropriate action, and then taking action that is commensurate to the significance of the problem. Refrain from referencing protected classes, or sensitive or confidential information when creating a notice of formal corrective action.

Unclassified staff

Unclassified staff are employed “at will” and serve at the discretion of the college/VP unit appointing authority. This means that the employment relationship with an unclassified staff member may be terminated at any time for any reason, provided the reason is not prohibited by law. In general, unclassified staff should be advised about deficient performance and given a chance to improve prior to termination.

Either after coaching has occurred or in conjunction with coaching, a Performance Improvement Plan (PIP) ( sample format 1 , sample format 2 ) may be used to address performance issues with an unclassified staff member. The intent of a PIP is to mutually establish a structured plan to assist the staff member. The structured plan typically lasts 30-90 days, but could be longer depending on the circumstances, and includes periodic meetings with the employee to review progress. When delivering a PIP, discuss the performance problem(s), devise a plan of action with a period for improvement, and discuss intervals for follow-up.

For some issues, such as an instance of unacceptable behavior or unsatisfactory attendance, a formal letter of counseling may be a more appropriate notice to the staff member than a PIP for purposes of documenting the issue. When behavioral issues arise, you may be unable to reference a specific policy or job responsibility.  Instead, you can effectively identify and address these issues by highlighting their impact and by connecting them to university values or established principles of professionalism.

If these interventions do not have the desired effect, consult with the Office of Human Resources prior to termination of the staff member of the staff member.  Whatever intervention you take with an employee, an overarching goal of the intervention is to notify the employee that they must improve and sustain acceptable performance to remain in their position.

Flow chart for unclassified staff

Classified Civil Service (CCS) staff

CCS staff serve under the university rules for the Classified Civil Service . The reasons for which CCS staff may be disciplined are generally defined as follows:

• Conviction of a felony refers to when a staff member is convicted of a felony while employed by the university, or has a felony conviction not disclosed during the hiring process.
• Discourteous treatment of the public is inappropriate behavior toward a visitor or vendor of the university.
• Dishonesty is usually in the form of stealing, falsifying application for leave forms or other documents, or lying to a supervisor.
• Failure of good behavior can take the form of cursing in the workplace, unprofessional conduct toward a co-worker or customer, fighting, or threatening behavior.
• Failure to return from a leave of absence occurs when a staff member fails to return to work from leave and is in an unapproved absence status.
• Immoral conduct typically involves sexual harassment or lewd behavior.
• Incompetence refers to not demonstrating the skills or abilities to perform the job.
• Inefficiency refers to when a staff member has the skills and abilities to do their job but repeatedly makes mistakes or takes too long to complete tasks.
• Insubordination is refusal to follow a directive from a supervisor.
• Malfeasance in office is the performance of an unlawful act while in an official capacity.
• Misfeasance in office is the inadequate or wrongful performance of a normally lawful act.
• Neglect of duty is a general category typically used for attendance issues, taking excessive breaks, conducting personal business while at work, viewing non work-related items on the internet, or anything else that takes a staff member away from completing their job assignments.
• Nonfeasance in office is the failure to act when a duty to act exists.
• Use or being under the influence of alcohol or illegal drugs at work or inappropriate use of prescription drugs is when a staff member violates university policy related to drugs or alcohol.

CCS staff members may be disciplined for other unsatisfactory job performance or violations of university rules and policies.

The Appointing Authority for CCS staff is the Vice President for Human Resources, or designee. The formal steps of corrective action for CCS staff members follow a progression of written notices culminating in termination. Each step in the performance improvement process must include written notice to the staff member of their level in the process, the nature of their deficient performance, the expectations for performance, the consequences of continued deficient performance, and the fact that performance is considered in the CCS displacement process when positions are abolished. The typical progression of steps is as follows:

• Written Coaching (issued by supervisor)
• Level One Notice (issued by supervisor)
• Level Two Notice (issued by supervisor and SHRP after receiving approval from OHR)
• Level Three Notice-Termination (issued by Vice President for Human Resources following a hearing conducted by OHR)

The progression of steps does not apply to CCS staff still serving in a probationary period (see Policy 5.10 for additional information).

The progression of corrective action steps does not apply to CCS staff still serving in a probationary period (see  Policy 5.10 for additional information). In accordance with Policy 5.10, a 180 calendar-day probationary period is required for non-bargaining, certified status-eligible CCS staff to review performance during the initial period of employment or after certain changes in classification. The probationary period is a critical time for the manager to ensure the probationary employee receives proper training, coaching, and feedback, to successfully perform the essential duties of their job. During the probationary period, the manager should take time to monitor and review the employee’s job performance and conduct. An employee whose performance is unsatisfactory during a “first position” (an individual’s first CCS position with the university) may be terminated. An employee whose performance is unsatisfactory following a promotion or lateral job change may be returned to their former classification. Supervisors should review and utilize the Probationary Period – Performance Management and Probationary Period Assessment  tools which provide helpful Probationary Period guidelines and suggestions for tracking the progress of probationary employees.

Each of the first three progressive steps is active for three years, meaning the employee would advance to the next step in the process if further problems arise within three years after the prior step. After three years, the employee can request the removal of the disciplinary record from their personnel file. The inactive record should then be kept in a separate supervisory file. Steps may be skipped in this progression depending on the severity of the issue, and some issues (e.g. workplace violence) may result in immediately advancing to termination. Consult with Employee and Labor Relations about issues that may warrant skipping steps.

When requesting a hearing for termination, compile a packet of relevant supporting documentation to submit along with the request. Consult with your Employee Relations Senior Representative when compiling the packet. Once the hearing is scheduled, OHR will issue a notice to the staff member along with a copy of all supporting documentation.

Flow chart for CCS staff

Bargaining Unit staff

Bargaining unit staff are represented by labor unions under collective bargaining agreements . Collective bargaining agreements outline the specific steps for performance improvement and corrective action, which are generally progressive in nature. Bargaining unit members have the right to have union representation during investigatory interviews that the employee reasonably believes may result in discipline, and at corrective action hearings.

Intermittent and Temporary staff

Intermittent and temporary staff are “at will” employees that serve at the discretion of the appropriate appointing authority. This means that the employment relationship with these staff members may be terminated at any time for any reason, provided the reason is not prohibited by law. While it is important that these staff members receive appropriate due process prior to being involuntarily terminated, they may be terminated without going through the performance improvement process and without advance notice. You must provide due process to these staff members by timely addressing any performance or conduct issues with them and providing them the opportunity to respond to any issues that may impact their employment. If you are planning to move forward with involuntarily terminating these staff members, however, you must provide written notification of that action. Consult with Employee and Labor Relations prior to moving forward with termination.

Although intermittent and temporary staff are not entitled to the progressive disciplinary process outlined in the Corrective Action policy, you may still choose to address minor performance or conduct issues (e.g., attendance, repeated minor mistakes, taking excessive breaks, etc.) involving these employees using the Written Counseling form . Consult with the college/VP unit senior human resource professional or HR Consultant for assistance with addressing these issues.

Other considerations

There may be a variety of circumstances to consider while dealing with corrective action. Some of the circumstances you may encounter are outlined below.

Probationary removal

Probationary removal requests can be submitted using the Probationary Removal/Demotion Request Form . Supporting documentation should accompany the request pursuant the Probationary Policy 5.10 .

Resignation in lieu of termination

In cases where the performance improvement process leads to termination, staff may request the option of resigning in lieu of termination. This option must be raised by the staff member only. Consult with HR Employee and Labor Relations before making a determination to accept a resignation in lieu of involuntary termination. When an employee requests to resign in lieu of termination, it is at the appointing authority’s discretion whether to accept the resignation or not.

If accepting the resignation, issue a letter of acceptance to the employee. The letter of acceptance must indicate whether the employee will or will not be eligible for rehire. Ineligibility for rehire, decided in consultation with HR Employee and Labor Relations, is noted in the HRIS by the college/VP unit. Send a copy of the resignation acceptance letter to HR Employee and Labor Relations.

Job abandonment

Job abandonment occurs when a staff member fails to report to work and fails to notify the supervisor of the reason for the absence from work for three or more consecutive workdays. After the third consecutive workday the staff member is absent from work and fails to obtain approval for the absence, consult with HR Employee and Labor Relations to determine if the circumstances are such that job abandonment appears evident. If you have made reasonable attempts to contact the employee, and it is clear the employee has abandoned their job, then the unit may pursue termination. For CCS and union staff members, request a termination hearing.  Corrective action may be taken for an employee’s failure to communicate with their department even if they ultimately return to work.

Administrative leave

Paid administrative leave: The university may place a staff member on administrative leave with pay at its discretion. The university uses such leave in circumstances when the health or safety of any staff member or of any person or property entrusted to the staff member’s care could be adversely affected. Compensation for administrative leave will be equal to the staff member’s base rate of pay. The length of such leave is solely at the discretion of the university. HR Employee and Labor Relations must approve placing a staff member on administrative leave. Under paid administrative leave, the employee is in an active pay status.

Unpaid administrative leave: The university may place a staff member on unpaid administrative leave for a period not exceeding two months if the staff member has been charged with a violation of law that is punishable as a felony. If the staff member subsequently does not plead guilty to or is not found guilty of a felony, the appointing authority shall pay the staff member at his/her base rate of pay, plus interest, for the period the staff member was on the unpaid administrative leave. Consult with HR Employee and Labor Relations before placing an employee on unpaid administrative leave.

For either paid or unpaid administrative leave , contact your unit’s IT department to disable access for the staff member. Consult with Employee and Labor Relations on any necessary actions related to other access the employee has in connection with their position.

Presence of attorneys or other support persons in meetings

Staff members may request to have a support person, such as an attorney, accompany them for meetings within the performance improvement process.  When you receive such a request from a staff member, consult with Employee Relations.  Attorneys may be asked to provide a letter of representation so that Human Resources representatives and others can share documentation with them and communicate with them after the meeting.  CCS staff members who have a corrective action hearing scheduled with OHR are permitted to bring one support person to the hearing.

A support person who is permitted to attend a hearing or other meeting may only function as a supportive presence, even if they are an attorney. The support person will not speak for the staff member during the meeting or hearing proceedings.

Issues of security

In situations that pose a security risk, such as a staff member displaying threatening behavior, contact Ohio State Police at 614-292-2121 to arrange for an officer to come to your location. Security contacts for regional campuses are available on the OSUPD webpage . In emergencies, call 9-1-1. OSUPD can provide a security presence when there is a need to meet with an employee and the circumstances of the situation have created a concern for safety. Coordinate such arrangements with Employee Relations to ensure other parties, such as Legal Services and the Employee Assistance Program, are aware of the circumstances when needed.

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HR Connection hrconnection.osu.edu (614) 247-myHR (6947) (614) 292-6199 (Fax) [email protected]

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Employee Corrective Action Plan Template

Jot down your future plan of action in an easy-to-understand way with this action plan template..

Guide your employees in addressing performance issues and implementing corrective actions with this employee corrective action plan template. The reader-friendly layout allows you to identify the problem areas, set expectations, devise a clear plan of action, and outline the consequences of not meeting performance standards. The professional design, illuminating graphics, and impactful fonts make it effective in relaying information to your employees.

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Employee Corrective Action Plan Template

Keep consistent records of disciplinary processes for all employees using this customizable employee corrective action plan template..

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An Employee Corrective Action Plan (ECAP) is a written procedure that details the specific corrective action to address an employee's performance or conduct issue. The ECAP sets forth expectations for the employee to meet and outlines the consequences if these standards are unmet. The ECAP helps employees improve their performance or conduct so that it meets the standards expected by the employer. It can also document an employee's progress in addressing their performance or conduct issues. You can use an ECAP when an employee's performance or conduct falls below the standards set by the employer. You can also enforce it when an employee has been warned about their performance or conduct but has not improved sufficiently. Typically, the employee's supervisor creates the ECAP in consultation with Human Resources, tailored to the specific performance or conduct issue addressed. It should include a description of the performance or conduct issue, expectations for addressing the issue, a timeline for improvement, consequences for failing to meet the expectations, and a signature from the employee indicating that he or she understands the plan. An ECAP, when used correctly,

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Corrective Action Template

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Almost every business or organization will need a corrective action form now and again. Regardless of the behavior that needs corrected or the employee disciplinary action that results, documenting the actions human resources or management takes to ensure workplace standards are kept high, is essential. Formsite’s Corrective Action Form Template makes it easy to follow company protocol. Fully-customizable, our form template makes it easy to form a corrective action plan. Whether due to tardiness, absenteeism, or another unwanted behavior, Formsite’s Corrective Action Form Template ensures no detail falls through the cracks.

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Human Resources

Corrective action, corrective action is a process of communicating with the employee to improve behavior or performance after other methods such as coaching and performance appraisal have not been successful..

All employees are expected to meet performance standards and behave appropriately in the workplace. The goal is to guide the employee to correct performance or behavior by identifying the problems, causes and solutions, not to punish the employee.

In general, corrective action should be progressive, beginning with the lowest severity action before employing actions of more severity. Any formal corrective or disciplinary action must follow the principles of " Just Cause ". 

After establishing that corrective or disciplinary action is warranted, use some or all of the following steps:

Verbal Warning

The supervisor should:

• Set a time and place to ensure privacy.
• Make notes about what they want to say in advance.
• Remember that the employee has a right to choose representation. ( Weingarten Rights )
• State clearly that they are issuing an oral warning.
• Be specific in describing the unacceptable performance or behavior.
• Remind the employee of the acceptable standards or rules. If they are available in writing, they should be provided to the employee.
• State the consequences of failure to demonstrate immediate and sustained improvement, or further disciplinary action may warranted.
• Note the oral warning on their calendar.

Written Warning

If the supervisor gave an oral warning and the problem performance or behavior persists, a written warning may be given. This action may be used more than once, however if the problem continues to persist repetitive letters may not be the solution. A  template letter  may be requested from an Employee Relations Consultant. A written warning should:

• State clearly at the outset of the letter that it is a written warning, and cite the appropriate personnel policy or contract provision.
• Describe the performance problem(s) or work rule violation(s) in very specific detail and attach documents which support the supervisor's conclusions.
• Outline previous steps taken to acquaint the employee with the issue and attach copies of the documents that are referred to.
• Describe the impact of the problem.
• Note the employee's explanation or that the employee declined to offer one. If it was unacceptable, the supervisor should explain why.
• Explain the expectations regarding behavior and/or performance.
• Clarify that if the employee doesn't demonstrate immediate and sustained improvement, the consequence may be further disciplinary action, up to and including dismissal.
• Note the appropriate policy or contract provision for the employee's appeal rights.
• The warning letter should be delivered to the employee using appropriate delivery procedures such as  Proof of Service , and a copy forwarded to HR to be placed in the employee's personnel file.

Suspension Without Pay

A suspension may be the next step in progressive corrective action after written warning(s). Typically, suspensions will prevent an employee to work and requires the employee to leave without pay for one to ten working days, as specified in the letter.

The  letter  should:

• State that the action is a suspension without pay.
• Inform the employee of the number of days they will be suspended with the beginning and ending dates.
• Describe the problem, the previous corrective measures, and the impact of the continued behavior or performance.
• State the supervisor's expectations and the consequences of failure to improve.
• Notify the employee of their appeal rights, if appropriate.

Depending upon the contract or personnel program the employee is covered by, a letter of intent to suspend may be required, which provides the employee with the right to appeal the intended action to the next higher management level before the action is implemented. Contact your  Employee Relations Consultant  as well as the appropriate  policy or contract   for more information. A template letter may be requested from your Employee Relations Consultant.

Reduction of Pay within a Class

This alternative is normally used when a supervisor does not wish to remove the employee from the work site, but serious discipline is appropriate. Contact your Employee Relations Consultant for more information regarding this corrective action.

Demotion to a Lower Classification

This action involves moving an employee to a lower level position, and may be temporary or permanent. Demotion may be appropriate in cases of inadequate performance of responsibilities at a particular level, rather than violation of work rules. It should be based upon a reasonable expectation that the employee will perform successfully in the lower classified position. Contact your Employee Relations Consultant for more information regarding this action.

This action may be appropriate after performance counseling and progressive corrective action have failed to get the employee to correct the problem(s). Contact your Employee Relations Consultant for more information regarding this action.

Attendance Corrective Action Guidelines and 12-Month Rolling Period

Policy statement.

Appropriate corrective actions should be taken when a staff member accumulates seven (7) or more instances of unscheduled time off or eight (8) instances of tardiness within a rolling 12-month period, or the staff member demonstrates patterns of either absenteeism or tardiness.

Policy Details

The following table provides guidelines for applying progressive corrective action steps based on the number of occurrences of unscheduled time off and/or tardiness.

Policy Number: 09.03

Issued Date

Related documents.

• Corrective Action Notice
• Checklist for Corrective Action

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• Dispute Resolution Process
• Eligibility for Rehire Policy

Time Away From Duke Policy

Home » Corrective Action Examples In the Workplace

Corrective Action Examples In the Workplace

The workplace, whether remote or in-person, can be a humming hive of productivity. With many employees handling various workloads and duties, it’s important that each person understands how to behave appropriately in different situations. In addition to setting a code of conduct, performance standards can be implemented to guide employees. Of course, it’s a dream to have a workplace without any incidents of risk, misconduct or lapse in performance, even minor ones – there is no such thing as the “perfect” team. This is why having appropriate corrective action measures will lessen the impact such incidents can have and possibly even prevent them from occurring. 

The purpose of corrective action

Corrective action is a term used when any work-related activities are undertaken to improve performance or to reduce the risk of harm in the workplace. This can include a range of things, such as employee training, disciplinary action and safety inspections. These actions can be part of a larger strategy or they may be standalone actions that have been developed in response to an incident.

Corrective action can also be taken by employees themselves if they’re dissatisfied with their working conditions or if they feel unsafe at work. In these cases, employees might file a complaint with their employer and request a change in their work situation. Sometimes this is called “self-corrective action.”

The underlying purpose of the corrective action itself is to prevent future incidents from occurring. Some people argue that it’s more important to focus on preventing harm than it is to focus on correcting past mistakes. However, some view corrective action as a necessary step in the process of learning from missteps and improving for the future. Nevertheless, it’s important for any organization to have an action plan in place that both proactively and reactively deals with appropriate corrective action in the workplace. 

Creating a corrective action plan

Does your organization already have a corrective action plan set in place? When was the last time it was reviewed and updated? Not only should your corrective action plan be updated every time a new solution has been implemented, but it should also be reviewed periodically to ensure it’s an accurate reflection of and remains relevant to the organization. 

A corrective action plan is a document that outlines the steps to be taken when correcting an issue. Of course – and hopefully – each instance will be unique and non-repetitive, your human resources (HR) and employee relations (ER) team can draft a template to serve as a starting point for most cases. Corrective action plans are a way to document the status of a corrective action, as well as describe the measures for completing it. In many cases, this plan is created by human resources management and signed off by the affected employee(s). A common template for a corrective action plan includes the following elements:

Purpose: This section should explain why you’re taking action. You can also include a description of what happened or why this is important, as well as the relevant policy that applies.

Action Items: Here, you’ll list each action you’ll need to take in order to complete the corrective action. There are several ways you can structure this section. For example, you could note each step on a worksheet and check off each item as you finish it. Or, you could record each step and put them in chronological order depending on how long it will take you to complete each one.

Timeline: This section shows when each step will be completed. You can include deadlines if there’s a specific time limit for completing the tasks. If you have multiple people working on these tasks, include their names and roles as well.

A corrective action plan is an important tool for quality management. The process of creating one doesn’t need to be complicated or arduous, but it’s important to have a plan in place to identify and fix any issues that may arise, for the health of your organization.

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Examples of corrective action

There are multiple examples of corrective action that need to be resolved in their own way. Here are some corrective action examples in the workplace and how you as human resources or employee relations professionals can resolve similar matters in your organization. 

Performance-based corrective action

It can be stressful for ER managers to speak with employees about how to improve their performance, but you can alleviate this anxiety by approaching staff casually and on a personal level. The most important thing that managers can do to help their employees is to point them in the right direction by providing constructive criticism and support. This will help them improve their skills, which, in turn, will lead to better performance and a higher level of engagement.

It’s vital for managers and employees to have a healthy relationship. When both parties are open with each other, it allows them to discuss any issues that might arise and come up with solutions together. Feedback should be given in a timely manner so that the employee can take action as soon as possible. It’s also meaningful that feedback is constructive instead of destructive so that the employee can learn from their mistakes instead of feeling defeated. You can also offer resources and learning opportunities to help them grow in their positions and within the organization. 

Employee behavior

The stress from a workload, differences of opinion and even trouble at home can all lead an employee to conduct themselves in less than ideal ways. Not only can hostile behavior lead to dissonance in the workplace, but it can impact the overall performance and productivity of the organization and escalate into a serious problem. Negative attitudes are extremely hard to deal with because they generally stem from deep-seated issues that need addressing.

To handle a negative or poorly behaved employee, stay calm and professional at all times. If you react too quickly or lose your cool, it will only reinforce their undesirable  behavior, making it more likely that they will continue the behavior in the future. Instead, take things one step at a time and focus on the task at hand. In time, this approach will prove more successful than reacting defensively or emotionally.

For many behavioral incidents that happen in the workplace, immediate corrective action needs to be taken in response to non conformity (failure to comply with a standard expectation of behavior) or potential nonconformance to prevent it from occurring again. It’s typically a short-term fix that’s put in place until a more permanent solution can be implemented.

Employee misconduct

Having a code of conduct isn’t going to prevent instances of insubordination from happening in your organization. For those intentionally violating the code, such as by committing fraud, a piece of paper telling them not to do that isn’t enough to deter them. Having an understanding of the consequences and corrective action that will be taken will have a greater impact, especially if the misconduct is small, such as excessive absences. 

The corrective action for employee misconduct in the workplace can vary depending on its nature and severity. There should be a clear outline of corrective action for specific acts of wrongdoing, such as no-warning dismissals for extreme misconduct or tier-based consequences based on the number of minor occurrences. For instance, if an employee has made one mistake, they may be given a warning or suspension; if they have made two mistakes, they may be put on probation; and if they have made three or more mistakes, then their employment will be terminated.

Business process inefficiencies

The distance between point A and point B – as in, the length of time it may take to complete a business operation – may be longer than managers think, and could be impacting output and productivity in the workplace. Your organization’s management team should be identifying and correcting inefficiencies in all business processes to increase efficiency, effectiveness and predictability. 

It’s important to know that there are many reasons why a business process can be inefficient: It can be because of a lack of communication between departments, procedures might not be defined well enough or there may be too many people involved in the operation. The list goes on. 

The only course of action is to review how each department completes specific tasks, how well they work together and whether there is a centralized system set in place to prevent silos and promote consistency. Continue to research new and innovative ways of conducting business and pinpoint whether a digital transformation could resolve weaknesses in your organizational operations. Offering continuous training and improvement resources to employees will ensure they adapt quickly and easily to changes in the workplace and don’t fall back into their old habits.

Safety issues

Safety is one of the most important things to consider when working in any environment. However, certain industries are more prone to safety issues than others. For example, construction sites and mines are notorious for accidents and injuries. It’s important for employers to take steps to prevent safety problems before they occur and have a suitable corrective action plan for when they do happen. 

The implementation of corrective actions isn’t enough to ensure the safety of employees. It’s also important to have a system in place that can monitor the ongoing situation and make sure that corrective actions are still effective.

The Occupational Safety and Health Administration (OSHA) has multiple laws and regulations that all workplaces in the US must follow. Many have to do with exit routes and emergency planning, occupational noise exposure and medical and first aid. These should be a starting point for proactively preventing safety issues. Mistakes and emergencies do happen — When it’s become obvious that corrective action needs to be taken to promote a safer work environment, it’s important to respond quickly and find and resolve the problem promptly. 

Finding the cause of the problem

The goal of corrective action is to eliminate the root cause of the problem and prevent it from recurring, but it’s not as uncomplicated as that. Finding that underlying issue can be difficult for HR and ER managers to pinpoint. 

A lack of workplace communication is the number one cause of workplace issues. When employees don’t talk to each other, misunderstandings can occur. And when these misinterpretations happen, they can lead to conflict and poor morale. One way to prevent this is by supporting – and even scheduling – open conversations among employees and between employees and management. This can take many different forms: casually talking with your employees about what they like and don’t like in their work environment, encouraging employees to share problems that are happening at work and asking for routine formal feedback. By making sure that you have open discussions with each other, you’ll be able to avoid conflicts and foster positive relationships within your team.

Consider the shortest path to workplace resolution

In many cases, the shortest path to correcting a problem is to identify it and then fix it. For example, if an employee is leaving work early, you would usually try to find out why. If they have a good reason, like they have to pick their child up from school, then you might need to offer more flexible work hours. If the resolution is a straightforward one, such as changing the work environment, then the corrective action is also simple. However, if you’ve provided solutions and the incident continues occurring or if you can’t find a simple solution, then you may need to investigate further:  examine the situation more deeply and look for other possible causes (perhaps there’s some kind of management issue that needs addressing). By taking this proactive approach and identifying the root cause of the problem, you will be able to prevent future problems and reduce your overall risk of liability.

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A well-designed HR system can help you keep track of your organization’s current state and its employees so that you know when things are going well and when issues need to be addressed. Further, it’s able to assist you in identifying where to focus your efforts as you try to improve your workplace culture and retain top talent.

While there are many different types of HR software, they all share one common goal: to help an organization optimize its operations. That means that they should all have similar features, including reporting capabilities, employee relations tools and self-service portals. These devices will also include automated means for conducting employee surveys, collecting data on performance reviews and other tasks that are crucial to managing your corrective action plan.

As part of your organization’s complete employee relations strategy, HR Acuity can provide you with customized software that streamlines your ER management. We offer intuitive dashboards and a library of best practices designed to help business leaders effectively manage employee issues and investigations in the workplace. But that’s not all: HR Acuity can deliver a 520% ROI to your organization! We’ll show you how. 

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More Articles on Employee Misconduct

• Employee Misconduct

How to Write an Employee Code of Conduct

How to Report Workplace Harassment

Hostile Work Environments: Definition and Signs

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Performance Improvement Plan

Use a Performance Improvement Plan when you have identified a performance problem and are looking for ways to improve the performance of an employee. The Performance Improvement Plan plays an integral role in correcting performance discrepancies. It is a tool to monitor and measure the deficient work products, processes and/or behaviors of a particular employee in an effort to improve performance or modify behavior.

Key items to remember

• Define the problem. This is the deficiency statement . Determine if the problem is a performance problem (employee has not been able to demonstrate mastery of skills/tasks) or a behavior problem (employee may perform the tasks but creates an environment that disrupts the workplace).
• What are the aspects of performance required to successfully perform these duties?
• Which skills need improvement?
• What changes need to be made in application of skills an employee has already demonstrated.
• What behaviors need modified?
• What are the possible consequences of errors associated with these duties?
• How frequently are these duties performed?
• How do they relate when compared with other duties?
• Are they reasonable?
• Are they attainable?
• What will the manager do to help the employee accomplish the goals within the desired time frame?
• What will the employee do to facilitate improvement of the product or process?
• Are the items reasonable?
• Can the items be accomplished?
• Are the items flexible?
• Establish periodic review dates.
• Are the employee and the manager both aware of what will be reviewed at each of these meetings?
• not met met
• Does the file contain documentation which identifies both improvements and/or continued deficiencies?
• Is the employee encouraged to review this file periodically?
• Has plain and simple language been used?
• Have specific references been used to identify areas of deficiency?
• Have specific examples been used in periodic reviews which clearly identify accomplishments or continuing deficiencies?
• Have you chosen an easy-to-read format such as a table or a duty by duty listing?
• Have the Terms of Agreement been included in the Performance Improvement Plan?
• Example 1 : Employee fails to complete tasks in order of their priority.
• Example 2 : Employee fails to maintain good interpersonal working relationships with other staff members, including supervisor.
• Identify the problem and take appropriate action
• Performance improvement plan
• Progressive discipline
• Documenting an investigation
• Just cause self audit
• The special case of insubordination

Page updated: 26 July 2002 IU Human Resources Contact Us

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  July 31, 2017

Corrective Action Plan Template

Do you need to implement a corrective action plan as a part of your audit? go2HR has developed this downloadable  Corrective Action Plan template for employers participating in the Certificate of Recognition (COR) program and wanting to conduct an audit.

The COR program is available to large employers (20 or more employees). If you have fewer than 20 employees, you can check out the Small Employer Certificate of Recognition (SECOR) program.

go2HR is proud to be a certifying partner of the COR program.

go2HR is BC’s tourism and hospitality, human resources and health & safety association, driving strong workforces and safe workplaces that deliver world-class tourism and hospitality experiences in British Columbia. Follow us on LinkedIn or reach out to our team.

Tupolev TU-144

• Read more about CCCP-77112

Crash of a Tupolev TU-144D in Kladkovo: 2 killed

The Unique Burial of a Child of Early Scythian Time at the Cemetery of Saryg-Bulun (Tuva)

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Pages:  379-406

In 1988, the Tuvan Archaeological Expedition (led by M. E. Kilunovskaya and V. A. Semenov) discovered a unique burial of the early Iron Age at Saryg-Bulun in Central Tuva. There are two burial mounds of the Aldy-Bel culture dated by 7th century BC. Within the barrows, which adjoined one another, forming a figure-of-eight, there were discovered 7 burials, from which a representative collection of artifacts was recovered. Burial 5 was the most unique, it was found in a coffin made of a larch trunk, with a tightly closed lid. Due to the preservative properties of larch and lack of air access, the coffin contained a well-preserved mummy of a child with an accompanying set of grave goods. The interred individual retained the skin on his face and had a leather headdress painted with red pigment and a coat, sewn from jerboa fur. The coat was belted with a leather belt with bronze ornaments and buckles. Besides that, a leather quiver with arrows with the shafts decorated with painted ornaments, fully preserved battle pick and a bow were buried in the coffin. Unexpectedly, the full-genomic analysis, showed that the individual was female. This fact opens a new aspect in the study of the social history of the Scythian society and perhaps brings us back to the myth of the Amazons, discussed by Herodotus. Of course, this discovery is unique in its preservation for the Scythian culture of Tuva and requires careful study and conservation.

Keywords: Tuva, Early Iron Age, early Scythian period, Aldy-Bel culture, barrow, burial in the coffin, mummy, full genome sequencing, aDNA

Information about authors: Marina Kilunovskaya (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Vladimir Semenov (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Varvara Busova  (Moscow, Russian Federation).  (Saint Petersburg, Russian Federation). Institute for the History of Material Culture of the Russian Academy of Sciences.  Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail:  [email protected] Kharis Mustafin  (Moscow, Russian Federation). Candidate of Technical Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Irina Alborova  (Moscow, Russian Federation). Candidate of Biological Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Alina Matzvai  (Moscow, Russian Federation). Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected]

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