Documentation and employee terminations


Answer the following qusetions:

"Documentation and Employee Terminations" :
 
Case study “Relax, It’s Only a Little Paperwork”, propose an HR strategy that would help ensure mangers know what type of information they should document and what information they should avoid putting in an employee file. Justify your recommendations.
 
Based on the scenario “Learnscape 4: The Repeat Offender”, suggest the most likely cause for the employee failing to recognize the serious nature of the situation and how this failure may be avoided in the future. Provide support for your rationale.
 
It should be typed, double spaced, using Times New Roman font (size 12). case study “Relax, It’s Only a Little Paperwork” AND “Learnscape 4: The Repeat Offender” Scenario.

Case Study: “Relax, It’s Only a Little Paperwork” Middle manager Kathy Mason was talking to a colleague. “I have a great supervisor in charge of the evening shift housekeeping crew, Julius Newton. He’s probably better at keeping a diverse crew happy and productive than any other first-line manager we’ve got. But he drives me absolutely nuts with his casual attitude toward documentation.” Kathy slapped the file in front of her and added, “Honestly, Julius is a good person and a strict but fair supervisor. Still, a lot of my time and attention are needed to keep him out of trouble.” Employee relations manager Dan Howland asked, “How can he be so good if he causes you so much aggravation?” “Because everything else is great. He has a tough group to run. They’re all entry-level personnel, and he has plenty of employee changes. Despite these challenges, he’s successful. The problem is that I’m always getting stung by a lack of critical documentation when it’s needed.” “Can you give me an example?” “Sure,” Kathy said, slapping a file folder on Dan’s desk. “He submitted a discharge notice for an employee. The reason was excessive absenteeism. For months, he worked with the guy, counseling, offering assistance, you name it. Eventually he gave up, decided he’d spent enough time and discharged the employee.” Kathy tapped the folder and continued, “Now I’ve got a legal complaint claiming unjust discharge. The guy says he never knew his absences were a problem until he got fired.” Dan said, “But he did really know? And where is the proof?” “Right. Where we should have Julius’s counseling notes and a record of three or four warnings under the progressive discipline policy, all we have is the dismissal–discharge notice. Julius had to provide the discharge notice to let the guy receive his final check and get him out the door.” Kathy went on. “This isn’t the first time this sort of thing has occurred. And don’t even mention performance evaluations. If Julius gets them done at all, they’re months late and consist of a few generalizations dashed off in a hurry.” Dan asked, “Have you talked about this with Julius?” “Yes. Multiple times.” “Then why not replace him?” “I’d rather salvage him. When it comes to guiding people one on one, he’s a natural manager. But he worries me. Whenever I bring up the subject of documentation, he brushes me off. Just yesterday I tried, and his reaction was, ‘Relax, it’s only a little paperwork.’ I’m afraid we will be really stuck if anything involving him goes to court and we find the personnel files practically empty.” Dan nodded. “Agreed. You know the attitude of the courts and the advocacy agencies. Their approach is that if it’s not on paper, it never happened.” What advice would you offer to Kathy Mason? If you were in her position, what actions would you undertake or recommend for supervisor Julius? What options does Kathy Mason have regarding required employee documentation?

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