Bulletproofing Step #5—Describe the Consequences if the Unacceptable Behavior or Poor Performance Continues

In describing consequences, be clear and direct. Here, says West, are examples of what not to say:

"You know what will happen if you don't turn things around."
"Remember what happened to Bob?"
"The end may not be that far for you if we don't see an improvement."
"Think about updating your résumé."
"Your days are numbered."

Putting these things in your documentation is inappropriate, West says. It panics employees without clarifying the rules.

Use the phrase "up to and including termination" deliberately and sparingly, West says. Say an employee is having a performance issue. Don't suggest termination (that just makes the employee paranoid) unless you think it's the right message for the employee, West says.

Bulletproofing Step #6—Set Forth Time Expectations for Correcting Behavior or Performance

Again, be specific, says West. Don't use these:

"We expect you to turn things around immediately." Immediately might mean something different to different people.
"As soon as possible." That means today to you, but another person could think it means in a few days.
"I'll be watching you and will let you know if things improve to my satisfaction." What a way to torture an employee, West says.

Establish realistic time expectations and lay them out specifically for the employee. Be aware that if you create an exact timetable, you will need to act on it. If you say you will follow up in 30 days and then you don't, the employee will assume "I am perfect unless told otherwise."

Bulletproofing Step #7—Describe the Nature and Extent of the Follow-Up

Be specific, says West. Tell the employee what part of the performance you will be reviewing, and note the specific improvements that are expected.
Mention any additional training that the employee will receive.
Lay it all out so that there will be no surprises, West says.

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