101 Sample Write-Ups for Documenting Employee Performance Problems: A Guide to Progressive Discipline and Termination

Managerial Misconduct

273

#59 Managerial Misconduct

Supervisor berates subordinates publicly and engages in “public shaming” sessions.

PERFORMANCE CORRECTION NOTICE

Employee Name: Heidi Johnson Department: Research & Development

Date Presented: April 10, 2010 Supervisor: David Goliath

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: Managerial misconduct



Policy/Procedure Violation



Performance Transgression



Behavior/Conduct Infraction



Absenteeism/Tardiness

Prior Notifications

Level of Discipline Date Subject

Verbal ___________ __________________________________________

Written ___________ __________________________________________

Final Written ___________ __________________________________________

274

Behavior and Conduct Infractions

Incident Description and Supporting Details: Include the following information: Time,

Place, Date of Occurrence, and Persons Present as well as Organizational Impact.

Heidi,

You are being issued this final written warning for inappropriate workplace conduct as a

manager within our company, in violation of XYZ Corporation’s standards of business con-

duct. Specifically, you have engaged in the inappropriate treatment of your subordinates, in-

cluding public chastisement, the use of profanity, and inappropriate and derogatory

comments of a personal nature.

The results of a recent investigation reveal that you have chastised your subordinates in

front of their peers and other members of management. Specifically, on April 9, you shouted

at Walter Haas at your staff meeting and called him an “ass” and a “stupid idiot.” You said

this in front of Laura Jones, director of R&D, who was visiting from our corporate office in

Chicago that day. You then continued with your public diatribe stating: “Why did I hire you?

For the amount of energy and insight you’re giving to this job, I might as well outsource

your whole team to India.” When Walter tried to respond to your assertion, you then contin-

ued to shout in a loud voice that could be heard outside the conference room: “No! No! No!

This is exactly what I’m talking about—you’re worthless!”

This type of behavior clearly has a negative impact on employee morale and is both

intimidating and disruptive to the creation of a positive and supportive work environment.

Such “public shaming sessions” strip people of their dignity and humiliate them in front of

their peers. As such, your behavior and conduct clearly violate company standards and

expectations. Because of the extreme nature of your actions and your lack of discretion, you

are being issued this final written warning, even though this is the first occurrence that has

been formally brought to our attention.

Performance Improvement Plan

1. Measurable/Tangible Improvement Goals: Heidi, I expect that you will never again

engage in behavior that could be construed as humiliating, derogatory, or attacking. I

expect that you will treat all coworkers—whether management or staff—with respect and

dignity at all times. I also expect that you will discuss concerns with your employees in

private—where they belong—and avoid creating any public perception that you are

dissatisfied with anyone’s performance on your staff.

2. Training or Special Direction to Be Provided: You’ve stated that your staff members

don’t always respect you and deserve to be “put in their place.” First, understand that people

will respond in kind: If you give respect, you can expect to receive respect. No outbursts

or acts of humiliation on your part will beget respect from your subordinates—only

dissatisfaction and resentment. That being said, if any of your subordinates conduct

themselves in an inappropriate manner, you are to come to Human Resources for assistance

and use the tools and guidance that HR provides to handle the matter appropriately.

In addition, if you would like to pursue additional coursework and instruction on

leadership, management, and supervision, please work with HR to identify one or more

courses that will provide you with the tools and skills you’ll need to manage your team