How many times have you allowed an employee to repeatedly violate a store policy without saying anything? Did you allow the problem to continue before deciding you've finally had enough and erupted at the employee without warning? You may have been surprised to learn that your employee was totally unaware of the situation or failed to recognize its seriousness.

Or how about this situation: you have a model employee who is your pride and joy save one small problem. They are continually late to work (or don't put away stock, or have too many visitors, etc.). Research has shown that one of the major concerns of retail managers is knowing what to do when employees have deficiencies.

One effective method is progressive discipline. Progressive discipline can be defined as the process whereby a manager gives negative consequences in gradient to correct and/or improve behaviors or statistics. The two key phrases in this definition are "negative consequences" and "in gradient."

Some retailers have used forms of punishment as a means of discipline. The punishments included everything from cleaning the bathroom to extra stock duty. Some other examples include staying past scheduled hours, working non-preferred days, etc. In one retail store, the manager made his salespeople wear a bright yellow neck tie, identifying them as having done something wrong.

While these examples are all forms of negative consequences, we now know that not only are they ineffective but they are also childish. Punishment does not alert the employee to what they must correct or improve. There are forms of negative consequences that are much more productive and beneficial to both the employee and the employer. But first, it is important to understand the second key phrase from our earlier definition of progressive discipline: "in gradient."

Have you ever had to fire an employee due to habitual violations? Even though you may have had conversations with the employee about their offenses they often didn't realize the seriousness of it. When situations like this occur, it is unfair to the employee, and without proper documentation throughout the disciplinary process, you are in danger of legal action.

Some employees recognize even one cross look, while others require more of a formal, serious meeting before they understand your point. One of our favorite phrases, "don't train your people with a 2 x 4 when a feather will work," explains the essence of "in gradient."

Successful discipline is given "in gradient" meaning a series of negative consequences starting with the mildest form of correction. Mild correction will get some of your employees on track immediately. For others, you will need to take additional gradual steps. Each successive step should be more serious in nature than the last and actively involve the employee so they realize the severity of the problem. Throughout the entire disciplinary process, as the manager, you should be doing everything in your power to help the employee improve the statistics and/or behaviors in question.

There are six steps for progressive discipline (see below). The steps only take facts into consideration. The process works great for employees who may only need a nudge by starting with the mildest form of guidance. It also works for employees who don't respond to the nudge, as it slowly progresses towards more serious measures. The employee is involved each step of the way allowing them to understand the seriousness of the situation long before the termination point. Lastly, each step is documented should any legal questions arise.

Implementing progressive discipline like the one we have described can solve many of your disciplinary issues. If you follow each step, you will find the process is a simple and effective means of getting and keeping your staff on track.

PROGRESSIVE DISCIPLINE: 6 Steps to follow

This progressive discipline process provides a plan for you to follow with each employee, and is organized in order of severity. Some of the steps are new developments, like the shoulder tap, while you've probably been using others, like verbal and written warnings, for years.

Step 1. The Shoulder Tap. This is a simple technique you can use to let the salesperson know that you are aware that there is a deficiency. Sometimes this simple gesture is all it takes to get the salesperson on the ball. It is a physical shoulder tap with a comment in passing, without any further conversation. You should document your comment.

"Mary, you were five minutes late today."

"John, you forgot to vacuum last night."

"Sara, items per sale!"

Step 2. The Question. Simply ask the salesperson to tell you about the situation. You do not comment. You offer no help. You just listen to the salesperson's excuses. If you keep repeating the same question, they will almost always come clean. This conversation should also be documented. Here's an example of how to use this step:

"Bill, why have you been late three days in a row?"

"Well you see, the first day I overslept. The second day I almost ran out of gas, so I had to stop on my way..."

"I see. Bill why have you been late the past three days?"

The fact that Bill overslept and almost ran out of gas are not acceptable reasons for being late. The point is he really didn't have an excuse and should eventually realize that.

Step 3. Feedback Session. If you have followed steps one and two with no compliance, now is the time to discuss the reasons for your employee's inability to adhere to your requests. Your goal is to uncover the salesperson's perception of the problem and gain the agreement of the employee to try the solution to resolve the situation. And once again, this meeting should be documented.

Step 4. Verbal Warning/Target Setting. If the solution reached in the feedback session does not correct the situation, the next step is a verbal warning. Verbal warnings are documented on a corrective action form; however, the salesperson is not required to sign it.

If the deficiency is statistical, failure to achieve a required sales goal, for example, the next step is target setting. It is a written contract between the salesperson and the manager with a target date and required improvement level set and agreed upon.

Step 5. Written Warning/Deal Making. If the verbal warning did not improve the situation, it is time for a written warning. Written warnings should be documented on a corrective action document. Include specific details of the problem in terms of behaviors or statistics, not opinions. Specific plans for improvement should be included with follow-up dates if necessary.

The final step in the event of a statistical deficiency is Deal Making. This time the contract between the manager and the salesperson is written on a corrective action document. Set required improvement levels with a target date. The document is signed by both parties.

Copies of written warnings and deals should be sent to the store manager's immediate supervisor to alert them to the situation.

Step 6. Meeting With Supervisor. After all of the previous steps are followed without compliance, make one last attempt to rectify the situation. It is always a good idea to have a formal sit down conversation with the salesperson in question, the manager and the manager's immediate supervisor.

The supervisor should cover all the documented aspects of the situation. In some cases, the employee may be willing to make a complete turnaround. The final decision as to whether or not to give this employee a final chance should be made by the supervisor.

Do you have a discipline situation in your stores that you've been trying to figure out how to handle? Why not start the process today with the shoulder tap, chances are you'll never even get to the last step.