The intention of this memo is to outline the options Senior Management has to manage employees experiencing behavioural and/or performance issues, and to try to solve these issues in a fair, budget-minded, and legal manner. While it may seem appropriate and easy simply to divest ourselves of all employees who have mediocre performance levels, or who have ongoing attendance problems, we must adhere to the Alberta Employment Standards Code, the Alberta Human Rights Act, and our own corporate policies and culture to help us make informed decisions regarding employee deficits.
In regards to employee performance problems, the Human Resources department aims to determine where and how to make improvements through a comprehensive process including a needs assessment and subsequent development, implementation, application, and evaluation of training programs. In addition to the focus on employee training, developing an effective performance management program may also prove a viable way to improve employee engagement and production. Both will be explained below.
To address behavioural issues that may arise (such as absenteeism), we need to determine the cause of the behaviour(s) to be able to find suitable solutions. If an
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If training and performance management fail, and if we uphold legal requirements, then necessary alternative action may include termination of employment. Detailed below are our options and the risks associated with each alternative. Although employee performance and behavioural problems can affect our bottom line, output, customer service, and our other employees, we need to be thoughtful and thorough in our approach so that we can mitigate risks. Hasty decisions could be counter-productive (costly) to organizational best interests: our strategy, employee productivity, and