I need responses to the following discussion posts from my classmates. Each resp

I need responses to the following discussion posts from my classmates.
Each response needs to be 250 words with a resource.
1. Initial response to module 6 by Lauren Fuller
Question 2: How many verbal and undocumented warnings should an employee get before the formal process of written documentation starts? At what point do you think you would “give up” on coaching and mentoring an employee and move toward dismissal?
As a leader it is up to your discretion as to how many verbal warning’s you give an employee before a formal process of written documentation. I believe it depends on the situation and circumstance. If an employee has just started working and is in there 90 days, they are still learning. Things that happen in this phase are more like learning experience’s especially if they are fresh out of school. Once an employee has hit there 90 days, they should have a good understanding of what need to be done and how it should be done. Of course, they are expected to still have questions and need some guidance but the things they do now will reflect their own actions and they will need to take responsibility for all personal violations. At this point they are apart of the team and should have attended meetings that discuss any changes and issues we are having in the department. Meetings are a great way to get information across to all employees. When an employee isn’t performing up to par, not checking name bands, clipping images, calling out past there number of call outs for the year, or has a behavior problem, it is time for a formal verbal warning. “We will always advise the employee that the verbal warning will be documented and that a copy of the documentation of the discussion will be provided for the employee (as well as placed in his or her personal file) after being signed and dated (Ledlow & Stephens, 2018, P.386)”. If the employee continues with there behaviors or the same issue, there will be a written warning. At this point the employee has recognized at least once their bad performance and has signed a document. During the written warning it is important to discuss the importance of good performance standards. They are a representation of the company and our department and me as a leader. We will discuss a written performance improvement plan and have the employee sign and date the document. The document signed will clearly state disciplinary actions if the behavior continues. This document will be put this in their file, and they will be given a copy. If the behavior continues the leader should consult human resources and discuss possible suspension without pay. Again, a document is signed, dated, and put in the employee’s file. As a last resort once the employee has demonstrated that they have no willingness to preform to the standards or change their behaviors it is time for dismissal. At this point “human resources, senior leaders, and legal counsel should have been aware of the situation for some time (Ledlow & Stephens, 2018, P. 387)”. These steps are followed with minor behavioral issues. Some behaviors require immediate dismissal and human resources, senior management, and a legal counsel would be advised, and their guidance would be taken upon those events. If I was the leader, I would try my hardest not to dismiss the employee because in healthcare people come and go so frequently it is hard to keep employees. Once they have shown me that they have no respect for leadership or the company I would move towards dismissal. I can’t have other employees thinking it is ok to behave the way they are and have the department or company crumble with poor performance standards.
Resources:
Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theory, skills, and applications (3rd ed.). Jones & Bartlett Learning.
2. Initial Response Question #2
Formal verbal warnings can only be given after a thorough disciplinary investigation and hearing, and while giving an informal verbal warning is simple, issuing a formal verbal warning is significantly more complicated. The employee’s contract and company’s disciplinary policy should be reviewed prior to scheduling a disciplinary hearing. Confirm the company’s current disciplinary action policy and verify if the employee’s activities are in fact in violation of the company policy or their contract. The next step is to look into what prompted the verbal warning. There may be statements from other employees/leadership, interviews with people involved as well as any recorded audio or video or written evidence. Employers are required to provide a formal notice to an employee if they believe there is sufficient evidence to warrant a verbal warning. In order to guarantee a quick settlement, the disciplinary hearing should be held as soon as feasible; 48 hours is the recommended minimum amount of time for preparation and assessment of the evidence. Three warnings are typically given before an employee is fired.
Employers have the right to take formal disciplinary action against employees whose work, behavior at work or absences are frequently causing concern (Maltarich et al., 2020). An important consideration for employers is whether or not delivering a warning could have legal consequences. Problems may usually be resolved more quickly and cheaply if they are dealt with on an informal basis. In some cases, an informal conversation or verbal warning may be more appropriate than going through the formal procedure of delivering a warning. Human Resources (HR) must create a clear strategy and method for a company to manage the process of delivering official warnings in cases of misbehavior and ability. All employees of the company should be subject to this disciplinary policy and procedure.
Absenteeism is a common cause of failure in the trial period for new employees. Many times, a corporation may recruit someone for a trial period of three or six months only to have the employee miss several weeks of work due to illness. Trying to integrate a new employee into an existing team can be time-consuming and stressful for the company. New employees can also find it difficult. Due to an employee’s long-term illness, the employer may extend the probationary period instead of failing it. When an employee prolongs the trial period, they should do so in writing and include it in the contract of employment.
They may be entitled to make a claim for unfair dismissal or discrimination if an employer dismisses them because of a protected trait, such as a disability. It is best to request medical reports from all employees. These could include the severity of their illness or the possibility that they will need to take any additional sick leave in the near or distant future. Employers may be able to learn from the report how to better accommodate their needs at work. Remember that the trial period is a time for the employers to get to know their new team members and to see if they’re capable of performing their work duties by learning about their experience and education.
References
Maltarich, M. A., Reilly, G., & DeRose, C. (2020). A theoretical assessment of dismissal rates and unit performance, with empirical evidence. Journal of Applied Psychology, 105(5), 527.