If you have been engaged in constructive confrontation with an employee who continues to be difficult, it's time to use the extensive counseling and documentation you've built up to begin a formal program of progressive discipline. Progressive discipline offers difficult employees a chance to turn their situation around, under the looming threat of dismissal.
REPRIMANDS
If you have dealt with the difficult person in your department with an approach such as constructive confrontation, and his behavior is still seriously disruptive, it is time to consider a formal reprimand. A reprimand clearly states what behavior is considered unacceptable and what the consequences are of such unacceptable behavior. Reprimands should not be temper tantrums or public displays of your authority. Reprimands are specific warnings and are always delivered in private. When giving a reprimand, you should explain to the difficult employee that termination is a possibility.
You do not have to wait for outright misconduct, such as negligence, insubordination, or an unwillingness to perform job requirements, to threaten to discipline. If an employee disrupts operations in any way, whether or not there has been prior counseling about the problem, you can move to the reprimand stage.
Your difficult employee might respond well to a serious reprimand. A message that says, "This is strike one in your file" could be all it takes for him to understand that you're serious and that you will use your institutional power to remove him if his behavior doesn't change.
It's a good idea to have a witness, such as a human resources representative, when giving reprimands. Since a difficult employee might continue to challenge your authority, you should also have a specific, written action plan for improvement and have your difficult person sign it. By documenting what was agreed upon, these written sign-offs help avoid future disputes.
Unlike constructive confrontations and most coaching, which are best held in your subordinate's workplace, oral reprimands should be delivered in your office. You need to demonstrate, in the most positive and affirming way, that you are the boss. In a reprimand, you use your institutional authority to defend the best interests of the company.
When delivering an oral reprimand, you can't just tell a difficult employee that he is causing trouble and needs to shape up. You must be specific. Start preparing for the conversation by gathering all the information you need. Who is being affected and how? What exactly is the difficult person doing that disrupts the organization? Why is this employee behaving out of line? How can the issue best be remedied? These points should all be addressed in the oral reprimand.
Make an outline of the points you want to make to guide you through the conversation. Then, based on this outline, create a formal written reprimand that incorporates all your facts. Ask for feedback from someone in human resources of from your boss.
When delivering the oral reprimand, don't stray from the issues. Don't allow the difficult employee to lead the conversation or shift the responsibility to a coworker or even back on you. The written record of the oral reprimand will keep you focused and on point. Get the difficult employee to sign a copy when you are finished.
Still, it is important for other employees to know that something is being done to deal with the difficult person. Your credibility as a boss suffers if people think you're not pursuing a solution to the problems the difficult person presents. Conversely, you gain credibility as a leader by attacking a problem and demonstrating your effectiveness in tough situations.
Without identifying people by name in public forums or making specific references, you can publicly acknowledge that you are "actively involved in making the workplace more productive." You can say you're working on an individual basis to solve problems and develop strengths wherever possible. Use these occasions to solicit feedback about general conditions in the workplace from everyone who works for you and ask for their suggestions. You might received recommendations that are truly helpful.