Personnel(ly) Speaking
Personnel Management Systems, Inc.
Do I Really Have to Document?
We know you’re busy. We know you have a lot to keep track of as a manager and leader. And keeping notes about performance issues and things you’ve discussed with your employees is not always top of mind.
However, wouldn’t your life be easier if you didn’t have to recreate documentation after-the-fact? Wouldn’t it be nice if you didn’t have to worry that you have nothing written down should an employee file a charge against your company?
As a manager, supervisor, or leader, you know you have a responsibility to document and provide feedback to your staff. Documentation is just a habit. And like all good practices, documentation will get easier with time.
Why Document?
Here are a few reasons it’s a good idea to keep documentation:
· Documentation provides employees with feedback about how they are doing, which often improves morale and performance.
· When managers change, the new manager won’t have to start from scratch and will already have information on employees’ performance.
· Performance evaluations are easier to prepare.
· You have a record to refer to when considering promotions, raises, reductions in force, and overall performance.
· Unemployment premiums could decrease. If an unemployment claim is filed by a former employee, you will be more likely to successfully contest the claim if you can provide documentation supporting the reason for termination.
· If a claim or suit is filed against your company, documentation of employee performance will help defend your employment actions.
The fact is, your risk is lessened if you take appropriate notes about employee performance.
Consider this scenario. You have an employee. She shows up late for work several times. You remind her (verbally) to be on time. The tardiness continues, and her work performance starts slipping. A project is late, and then she makes a mistake that costs the company money. You decide it’s time to terminate, and you call it a reduction in force. Times are tough, right?
Then this employee claims wrongful discharge due to her membership in a protected class. Due to this person’s seniority, position, and skill level at the company, this individual was not the most obvious choice for a layoff. When asked for your documentation, you can’t come up with anything. The time records don’t show definitively that the person was late; there’s no documentation of your repeated warnings; you have no notes about notifying the employee of the project deadline and when it was turned in…you get the picture. While you may still win the case, the time and money spent defending this case could have been greatly reduced if you had documentation in place to prove the ongoing performance issues.
How Do I Document?
The good news is you have options. In general, you should document both “good” and “bad” performance behaviors on the part of employees. Verbal warnings for tardiness, raves from colleagues and customers, exceptional performance, issues you’ve discussed with the employee about his or her work, recurring problems, etc., should all be noted. Just remember: verbal warnings should also be written (if even just a note for the file), and written warnings should always be verbalized.
There are a number of ways to document. Here are a few examples:
· On a desk calendar, jot basic notes on the date an action occurred. For example, on August 12 you might write: “John Doe 30 minutes late; Verbal warning to John.” On August 15: “Mary received accolades from a customer via email for her work on the ABC Project. Forwarded email to the group.”
· Retain a log of performance-related events in the employee file for each individual.
· Use an online performance review system to record performance management notes.
· Prepare a formal performance review for the employee.
In all documentation, be sure to include the date, employee’s name, supervisor’s name, name(s) of any other individuals involved, and any specifics of the actual incident or behaviors. Some documentation, such as a formal write-up given to an employee, should include more details.
If you take the time to document now, you will see a number of benefits in managing your staff and reducing risk to your company. Get in the habit!
PMSI can assist in setting up a system for documenting discipline as well as good performance. If you need assistance on this or any other Human Resource issue, call on Personnel Management Systems.
Personnel(ly) Speaking is a monthly comment on HR issues of importance. It is intended to provide general information and must not be construed as legal advice. Reproductions are allowed as long as credit for this information is given to PMSI. We welcome your comments, questions, and concerns. © PERSONNEL MANAGEMENT SYSTEMS, INC., Corporate Office (425) 576-1900, Colorado Office (720) 497-0200, www.hrpmsi.com.