5.7 Employee Relations: Feedback, Grievances, and Discipline

Organizational friction is inevitable; organizational drama is optional. Unresolved conflict, unchecked toxic behavior, and ambiguous performance standards act as "Technical Debt" in the human layer. They slow down decision-making and degrade culture.

This chapter defines the operating code for handling human error and conflict. The goal is not "punishment"; the goal is System Correction. Issues must be resolved with the same speed and objectivity applied to a production line stoppage.

Triage: Coaching vs. Discipline

Managers often confuse inability (Skill Gap) with refusal (Will Gap). Misdiagnosing this leads to firing people who need training, or training people who need firing. Apply the Skill vs. Will Matrix to determine the correct intervention.

The Decision Logic:

• IF the employee lacks the knowledge or tool to perform the task, THEN it is a Coaching issue.
  • Action: Train, demo, and monitor. Do not issue a warning yet.
• IF the employee possesses the skill but chooses not to follow the standard (e.g., lateness, safety violation, insubordination), THEN it is a Disciplinary issue.
  • Action: Initiate the Disciplinary Protocol immediately.

Pro-Tip: "I didn't know" is a valid defense exactly once. After the second occurrence, ignorance becomes a choice.

The Disciplinary Protocol (The Escalation Ladder)

Discipline must be progressive, predictable, and documented. The objective is to give the employee a clear signal to correct the behavior. "Surprise firings" (outside of gross misconduct) are a failure of management.

Step 1: The "Verbal" Warning (Documented)

• Trigger: First instance of a behavioral failure (e.g., missing a stand-up, minor rudeness).
• The Conversation: Direct and specific. "Standard X was violated. This is a formal verbal warning. Future violations will escalate."
• The Artifact: A follow-up email/note in the HRIS is mandatory. "Per our conversation today, this note documents the verbal warning regarding..."
• Constraint: If it is not written down, it did not happen.

Step 2: The Written Warning (The Corrective Action Plan)

• Trigger: Repeat offense or moderate failure (e.g., causing a quality escape).
• The Artifact: A formal letter signed by the Manager and Employee.
• Content:
  1. The Fact: "On [Date], you did X."
  2. The Rule: "This violates Policy Y."
  3. The Requirement: "Immediate correction required. Zero re-occurrence permitted."
  4. The Consequence: "Failure to sustain correction will result in termination."

Step 3: Termination (The Exit)

• Trigger: Failure to correct behavior after Written Warning OR Gross Misconduct (Theft, Harassment, Safety Breach).
• Process: Consult HR and Legal immediately. Do not improvise.

Grievances: Handling Conflict

When an employee raises a concern (harassment, unfair treatment, safety risk), the system must process it without bias. The "Open Door Policy" is not enough; a structured intake process is required.

The "Anti-Retaliation" Shield

Reporting a grievance is a protected action. Any manager found punishing, ignoring, or socially isolating an employee for raising a valid concern will face immediate termination.

The Investigation Algorithm:

1. Intake (Speed): Acknowledge receipt of the complaint within 24 hours. Silence breeds conspiracy theories.
2. Isolation (Safety): If the complaint involves harassment, separate the parties immediately (administrative leave or shift change) to protect the investigation integrity.
3. Fact-Finding (Data): Interview witnesses individually. Collect logs/emails.
   • Rule: Do not ask "Did you do it?" Ask "What happened at 14:00 on Tuesday?"
4. Resolution (Closure): Issue a finding (Substantiated / Unsubstantiated) and an action plan within 5 business days.

The Grievance Intake Template

Use this structure to convert emotional complaints into actionable data.

CONFIDENTIAL INCIDENT REPORT

1. The Reporter: [Name / Anonymous]

2. The Subject: [Person involved]

3. Date/Time of Incident: [ISO 8601 Format]

4. The Facts (Objective):

• Description: [What happened? Who saw it? What was said?]
• Evidence: [Screenshots, Emails, Logs attached]

5. The Impact:

• [Safety Risk / Operational Stoppage / Hostile Environment]

6. Desired Outcome:

• [What does the reporter want to see happen?]

Gross Misconduct (Immediate Termination)

Certain actions bypass the progressive ladder and trigger immediate removal.¹ These are "Zero Tolerance" vectors.

• Physical Violence or Threat: Immediate police involvement + termination.
• Theft or Fraud: Falsifying timesheets, expense fraud, theft of inventory.
• Safety Bypass: Intentionally disabling safety guards or sensors.
• Intoxication: Presence of alcohol or illegal drugs on factory premises.

Final Checklist

Control Point	Rule / Standard
Documentation	No document = No discipline. Verbal warnings must be logged.
Categorization	Use Skill vs. Will logic. Do not punish a training gap.
Response Time	Grievances must be acknowledged within 24 hours.
Witnesses	Never discipline based on hearsay. Verify facts first.
Consistency	If Person A is punished for X, Person B must also be punished for X.
Neutrality	If the manager is involved in the conflict, HR or a Peer Manager must investigate.
Privacy	Disciplinary actions are never discussed publicly. Praise in public, critique in private.