Overview of the webinar

You’ve heard the statement, “If it’s not written down, it didn’t happen.” The human resources mantra to managers and supervisors is to "document, document, document," because disciplinary actions can often give rise to claims of discrimination, leading to high costs of litigation. But do your managers and supervisor know how, when, and what to document?

Documenting performance, productivity, and conduct problems can be an uncomfortable experience for most supervisors and managers. However, there are many benefits to both the employer and employee in properly documenting employee discipline and misconduct. The documentation may help the employee realize that certain levels of performance or kinds of behavior are unacceptable and can help employees change their performance or behavior in the future.

Documentation also acts as an insurance policy for the company. If the employee later challenges an action that had been taken against him as a result of poor performance or a behavior issue, or files a grievance or lawsuit, thorough documentation can prevent such actions from continuing beyond the preliminary stages.

Documentation is the written and retained record of employment events. These records are made up of government and legally mandated elements, documents required by company policy and practice, documents suggested by best human resources practices, and formal and informal record keeping about employment events.