Some employees will permanently perform and behave better if they believe their jobs are at stake. But for others, the improvement is only temporary.
That’s why it is important to track performance and behavior over time. You can still use the earlier problems as partial justification for termination.
Recent case: Carol had a propensity to inappropriate outbursts. She was placed on a performance improvement plan and did improve—temporarily. Then she backslid, asking her supervisor whether she had “stopped taking” her medication.
She was fired and sued, alleging age discrimination. Carol’s employer said she was fired for years of poor behavior, including insubordination before and after being warned to improve.
The court dismissed the case, concluding the employer was free to use old and new incidents to support the decision. (Rubinow v. BIP, No. 11-2879, 2nd Cir., 2012)
- Use exit interviews to identify patterns of supervisor's hidden discrimination
- Be sure 'Shared' employees don't put you over FMLA limit
- HR cost-cutting moves: Your benchmarks for surviving the meltdown
- Include staff self-Assessment in evaluation process
- Don't take a manager's word that he's not retaliating