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Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
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Basé sur la classification professionnelle SOC
| name | progressive-discipline |
| description | Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency. |
Progressive discipline is the escalating sequence of corrective action used to address performance or conduct issues that fall short of immediate termination. The system serves three purposes:
| Step | Tool | When |
|---|---|---|
| 1 | Coaching / verbal warning | First instance; documented in 1:1 notes |
| 2 | Written warning | Repeat or more serious; formal document |
| 3 | Final written warning | Last chance; clear consequence stated |
| 4 | Suspension (rarely) | Pending investigation, or specific situations |
| 5 | Termination | Prior steps have not produced change |
Not all situations require all steps. Match the response to the conduct.
Some conduct warrants termination without progressive steps. Common categories:
Document the rationale. Counsel review is essential. Ensure consistency with how the company has handled comparable conduct previously.
difficult-conversations skill and offboarding-architect agentThe single most consequential aspect of progressive discipline.
Documentation must:
Sloppy documentation:
For any disciplinary action, ask:
A pattern of treating comparable conduct differently — especially correlated with protected characteristics — is the strongest pattern in employment litigation.
Maintain a precedent log (under privilege where possible): for each disciplinary action, the conduct, the outcome, and the rationale. Reviewed by HR + counsel before applying inconsistent treatment.
Progressive discipline is designed for conduct issues — the employee can change, but isn't.
For performance issues (the employee is trying but can't deliver), consider:
performance-management-systemsTreating a performance issue as a conduct issue (or vice versa) creates legal exposure and corrodes trust.
For capacity issues (the employee can't deliver due to medical / disability / personal):
employee-relations-partner)Both are corrective. Different tools:
Some situations warrant both (e.g., performance plus attendance issues). Document distinctly.
A common legal exposure: progressive discipline applied to one employee that another employee (with comparable conduct) didn't receive — and the affected employee is in a protected class.
The legal frame: "pretext" — discipline as cover for an unstated, illegitimate reason. Avoid by:
Most progressive discipline failure happens at the manager level:
Manager training should include:
employee-relations-partner agentworkplace-investigations skillperformance-management-systems skill (PIP track)difficult-conversations skillpolicy-writer agentlegal-and-jurisdictional-boundaries ruleUse when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
Use when articulating or revising a comp philosophy — covers market positioning, geo strategy, mix, transparency, and differentiation.