Prepare for the Interview:

• Avoid a significant time lapse from the date of the incident. If a time lapse is unavoidable, issue a "preserve letter."
• Select a time and place to meet that is private and free from interruption to avoid embarrassing the employee.
• Review the facts you have available prior to the interview.
• Have the personnel record and other information on hand at the interview; prepare an outline as needed.
• Consider what you know about the employee: their personality, personnel record, and the requirements of the job.
• Consider what you want to accomplish in the interview.

Conduct the Interview in a Constructive Manner:

• Start on a cooperative, positive note.
• Be ready to help the employee overcome any resentment.
• Avoid the attitude of blaming or punishing the employee.
• Stick to the facts; don't become involved in personalities or personal (i.e., non-work related) issues as much as possible.
• Listen what the employee has to say; practice "constructive silence."
• Encourage the employee to express how they feel and don't show disapproval when they do.
• Ask open-ended questions first and avoid questions requiring a yes/no response. Yes/no questions may be necessary later.
• Reiterate and paraphrase statements made by the employee (e.g., "I hear you saying…").

Avoid Counterproductive Confrontation:

• Focus on what the organization needs from the employee.
• Point to specific facts that demonstrate the employee is not meeting the organization's needs/expectations.
• Avoid extraneous issues that are not related to interview.
• Be descriptive in conveying the problem, not judgmental.
• Be specific about the problem rather than general.
• Deal with things that can be changed.
• Help the employee to decide how they can correct the problem and avoid repeating it by focusing on the cause.
• Acknowledge any help or information of value from the employee.
• Consider the employee's motives for responding positively/negatively.

The Use of Constructive Criticism:

• Define discipline as a corrective measure rather than a punishment.
• Make certain the employee completely understands that his/her behavior must change. Indicate the consequences if behavior doesn't improve.
• Focus on the behavior rather than the person.
• Make observations rather than inferences.
• Describe behavior in terms of more or less rather than good or bad.
• Focus on behavior related to specific and recent situations rather than on the abstract.
• Share ideas and information rather than giving advice.
• Explore alternatives.
• Stress the mutual reliance of the agency and employee to demonstrate why cooperation is necessary.
• Concentrate on what is said, rather than why it is said.

Provide for Follow-up:

• Set up a plan for improvement with the employee.
• Include in the plan commitments by the employee and yourself as to the steps you will take to bring about the desired improvement.
• Include specific time limits for accomplishing the desired goals and for formal re-evaluation of the employee's behavior.

Make a Written Record of the Interview:

• Note on your calendar or journal the time, date, and content of the disciplinary interview.
• If the disciplinary action is to be formalized, draft the formal documentation.
• Make sure you have your boss' support.