How to answer common job interview questions for fresh graduates and tips to ace your job interview

November 17, 2023

Securing your first graduate job can be challenging in today’s competitive job market. While only some are fortunate enough to land a job after interviewing with just one company, there are strategies you can employ to increase your chances of success and secure a role at a company you genuinely admire. The key to accomplishing this feat lies in one word: preparation.


To aid you in your job search journey, we present a comprehensive entry-level job search survival guide tailored specifically for graduates. This guide will equip you with valuable insights into nine common interview questions you will likely encounter during your job search.


By familiarising yourself with these questions and implementing the accompanying tips, you can position yourself as an exceptional candidate and leave a lasting impression on your interviewers.


Common interview questions for fresh grads (sample answers included)


1. Tell me a bit about yourself

A lot of interviewers will cut to the chase and may not even ask you this. After all, they have already reviewed your resume and are now across your work experience and education history. It’s still best to prepare a brief statement that indicates what, in your recent past, has led you to be sitting in front of them in your interview. For example: “I developed an interest in events management during my second year of university while I was on the student events committee. I’d love to utilise my degree as well as the skills I picked up while coordinating events. This role seems perfect for that because...”


2. Why do you want to work here?

This is a common job interview question that will require Googling ahead of time. Research the company prior to the interview so that you can communicate compellingly about why this is the organisation for you. It’s all about value alignment. For example: “I saw on your company blog that you partner with a lot of charities and organisations. Environmental issues are particularly close to my heart after taking a semester on it at a university that had a big focus on corporate waste. When I looked at your competitors, it’s clear that you are leading the way in your industry on this important topic.”


3. How have you demonstrated leadership qualities at university?

This is known as a behavioural interview question (and comes in all shapes and sizes). The interviewer is encouraging you to use real-life examples of your own experience to see how you react and deal with different situations, in this case, taking the lead. Consider group projects you’ve taken charge of while at university, as these are perfect examples of how you had to take the reins, make tough decisions and influence others in order to achieve success. For example: “I was team leader for a four-week project at university. The role involved assessing my team’s skills and attributes and coming up with a plan that meant everyone involved had to do a task they were good at but also enjoyed. There were a few glitches along the way, but I’m glad it wasn’t all smooth sailing. Otherwise, I wouldn’t have learnt how to deal with issues such as team conflict, tight deadlines and being put on the spot when a decision had to be made.”


4. What are your strengths and weaknesses?

Although it might sound like a trick question, employers genuinely do want to know that you have enough self-awareness to realise you don’t have every skill under the sun yet. Always mention your weakness with how you plan to improve on it, that way, you are spending less time on the negative and focusing more on the positive, which is how you are looking to improve this under-developed area. For example: “My time management skills were not the best in high school, but I’ve found that through completing my degree, I quickly learnt how to prioritise multiple tasks and meet tight deadlines. So it’s something I want to keep working on when I’m in full-time employment.” Highlight your strengths that match up to the role requirements. If the job description calls for someone with great presentation skills, then tell your interviewer about a class presentation you delivered and the positive feedback you received from it.


5. Where do you want to be in five years’ time?

If you’re interviewing for a graduate scheme, the hiring manager might like to hear that you wish to be an established member of the team by then and also help mentor future graduates who join the business by sharing your experience with them. If not, it’s okay to say you don’t know exactly where you want to be, but try and have an idea around certain key areas of the role or department. For example: “I know I want to learn X and X skills, which is why I’m so excited about this role and this company – I think I’ll develop personally and professionally here. If I had to say exactly, I’d like to be in a position where I can make a positive change by contributing to decision-making, as well as leading and inspiring a team. So that might mean stepping into a team leader role before stepping into a senior management role.”


6. What is your greatest achievement?

Similar to when you describe your strengths, use the selection criteria for the role – your greatest achievement should align with key role requirements from the job ad. For example: “My team won a university sports challenge, despite one of us sustaining an injury on the day of the final game. I was really proud because we banded together and reworked our strategy, taking home the winning title, even though we were one person short. It showed resilience and teamwork in the best ways possible.”


7. Why should we hire you?

This is where you really need to sell yourself to the hiring manager. Tell them what you think you can bring to the team, and be sure to mention the skills that are required – and potentially lacking since you can fill this gap. For example: “What I lack in years of experience, I make up for in my ability to learn quickly when I’m really passionate about something. When I saw your job ad, and from talking to you about the role today, I know this job is something I would be passionate about, and I’m confident I could add a lot of value to your team.”


8. Are you a team player?

Of course, the answer is yes. But you need to explain how and why. For example: “I like having the flexibility to handle projects alone as well as being part of a small or large team. I think the best part of teamwork is the inspiration element – there is always someone who has a great idea that you hadn’t thought of if you always worked solo.”


9. Do you have any questions for us?

Never say no to the opportunity of asking questions during the job interview. Even if the interviewer has covered all the points you wanted to query, ask them to go into more detail about one of the points they mentioned. Use open questions that relate to strategy, challenges and culture. This is not the time to ask about salaries and benefits, but the point of the job interview process is to show the hiring manager that you have a keen interest in the role. (For an entry-level role, a discussion about salary and benefits is usually done when the interviewer or recruiter offers you the job.)


5 questions to ask the hiring manager during your job interview

“What would you want to see me accomplish in the first six months?”

“How is the feedback process structured?”

“You mentioned that the role reports directly to you but there are other stakeholders. Would you mind letting me know a bit more about who they are and how that would work?”

“Is there anything I have said that makes you doubt I would be a great fit for this position?”

“Which part of the position has the steepest learning curve? What can I do in order to get up to speed quickly?”


Common behavioural interview questions for fresh grads

Behavioural interview questions assess candidates’ past experiences and behaviours to evaluate their skills, abilities, and fit for a specific role. They are particularly relevant for fresh graduates who can draw upon their academic and extracurricular activities to provide meaningful examples. These questions seek specific instances where candidates have demonstrated skills or navigated challenging situations to give employers a realistic understanding of their approach to work. Fresh grads can showcase their problem-solving abilities, teamwork skills, adaptability, time management, communication, motivation, and values by sharing stories from their experiences, such as academic projects, internships, part-time jobs, volunteer work, or leadership roles in student organisations. To prepare, fresh graduates should reflect on their experiences, identify relevant skills, and practice telling structured and concise stories highlighting their actions, challenges, and positive outcomes. By preparing specific examples, fresh grads can feel more confident and articulate during the interview process.


Here are some common behavioural interview questions that fresh graduates can expect from hiring managers or interviewers, along with a sample answer for each question:


1. How do you stay organised?

Sample answer: “I stay organised by using a combination of digital tools and traditional methods. For example, I utilise a digital calendar to schedule and prioritise tasks, set reminders, and allocate time for different activities. Additionally, I maintain a to-do list to keep track of ongoing projects and deadlines. Using these tools ensures that I stay on top of my responsibilities and maintain a structured approach to my work.”


2. Tell us about a time when a miscommunication created an error at work. What happened, and what did you contribute to the solution?

Sample answer: “In a previous internship, miscommunication between team members resulted in a delay in project completion. To resolve the situation, I took the initiative to organise a team meeting where we discussed the issue openly and clarified each team member’s responsibilities. I also suggested implementing a communication tool to streamline information sharing and improve collaboration. By addressing the miscommunication directly and proposing a solution, we rectified the error and successfully completed the project.”


3. How do you make decisions quickly?

Sample answer: “When faced with the need to make a quick decision, I follow a structured approach. First, I gather all the relevant information and consider each option’s potential outcomes and consequences. Next, I prioritise the factors based on their importance and assess the risks involved. Finally, I make a decision based on a combination of logical reasoning and intuition. This approach allows me to make effective decisions even under time constraints.”


4. Tell us about a time when you identified a problem and came up with a solution.

Sample answer: “During my university project, we encountered a technical issue that affected the performance of our software prototype. To address the problem, I took the initiative to conduct thorough research, exploring online resources and consulting with experts in the field. I identified a workaround solution that involved modifying the code structure, which significantly improved the performance of our prototype. By proactively identifying the problem and taking the necessary steps to find a solution, we overcame the challenge and achieved the desired outcome.”


5. How do you handle working under pressure?

Sample answer: “I maintain a calm and composed mindset when working under pressure. I prioritise tasks based on their urgency and importance, ensuring I allocate sufficient time for each. I also break down complex tasks into smaller, manageable subtasks to stay organised. I also utilise stress management techniques such as deep breathing and short breaks to rejuvenate myself. By adopting these strategies, I can effectively manage my workload and maintain productivity even in high-pressure situations.”


How to answer any interview question well

While there are an infinite number of tricky interview questions you could be asked to catch you off guard during a job interview, the vast majority will fall into three main groups: past, people, and personal.


Past

The ‘past’ simply refers to your previous experience. This includes examples of your achievements, qualifications and responsibilities that are relevant to the role, sector or organisation you’re applying to.

People


The ‘people’ should include examples of how you influence and build relationships with superiors, peers, subordinates, customers or external stakeholders. Include some difficult situations in this section.


Personal

The ‘personal’ questions should include the things that make you unique. What are your values, qualities and drivers, and reasons they should hire you? Again, have specific examples that demonstrate these. For each of these categories, think of about six specific examples that demonstrate your ability in those areas — six examples will give you enough range to vary your answers.


Use the S.T.A.R method

Now that you have 18 examples in total, structure them in your mind using the S.T.A.R. method. The S.T.A.R. structure helps you to provide a completed answer that is detailed enough but also concise.


Situation: What and who with?


Task: What did you have to do?


Action: What specific actions did you take over what time to overcome the situation?


Result: What were the qualitative and quantitative results?


When asked a question, decide whether it is predominantly related to your previous experience, influencing people or your personal attributes.


At times, the question may require you to overlap your answers — for example, how a personal trait helped to influence the people around you — so you would need to consider how some of your 18 examples can be related to each other.


3 tips to nail your graduate job interview

Interview questions aside, overall job interview preparation for graduates is key to ensuring your first impression with a future employer is positive. You can improve your chances of job interview success with these interview tips.


1. Know the company well

When preparing for an interview, research the company you will be interviewing with. This is a vital step towards showing your commitment. Have a thorough look at their website and social channels, plus use a search engine to find any news articles they have appeared in. What is their mission or vision? How did they begin and when? What are some of their major operational responsibilities? Knowing the answer to these questions and being able to refer to them in an interview will impress any prospective employer. If you want to go a step further, research key competitors and see where this company falls in the job market.


2. Target the job description

An employer advertising for a new position will provide a detailed job description in the advertisement. Make sure you memorise those key responsibilities and requirements for the role so that during the interview, you can weave these in with your strengths, interest and experience. This will go a long way towards proving your suitability and capacity for the role and demonstrates why you are the right candidate for the interview much faster than if they need to pull these answers out of you.

Being able to refer to their job description without prompting will also show the interviewer that you take the job interview seriously and have fully considered the details of the role.


3. Practise makes perfect

Once you are familiar with the job description, you can often gauge the kinds of questions that will come up during an interview. Rehearse answers, use a friend to stand in for the interviewer if you can, and know the main points you want to make and the past experience you want to showcase. During the interview, you may be thrown some curveball questions to test how you perform on your feet, but many of the questions will also be industry-based. So make sure to tie in the job description prerequisites with your experience in previous roles where you have performed said tasks. Being able to confidently answer questions while tying them back to the job you are applying for is key to impressing those responsible for deciding whether you are the right individual for the job.




Source: https://www.pagepersonnel.com.au/advice/job-search/job-interview-tips/entry-level-job-interview-tips-common-job-interview-questions-fresh-grads

July 7, 2024
Feedback is one of the most frustrating elements of being a leader. An effective leader incorporates feedback into their management style. This not only improves performance but enhances employee satisfaction . The research is clear: employees want feedback. When managers provide valuable feedback, they create a culture where everyone does their best. Plus, it shows staff that their contributions make a real difference, which is key to feeling appreciated. 96% of employees say that getting regular feedback is good, while 41% of people have left a job because they felt they weren’t listened to. Furthermore, 83% of employees say they appreciate getting feedback, whether positive or negative. That’s because generally, people want to do their best. Shaping a culture where everyone works hard and offers unique contributions will make your entire staff more productive, happier, and especially loyal. 10 Effective feedback techniques 1. Sandwich Feedback This is one of the most common and most impactful forms of feedback. Chances are, you’ve received input at some point in your own life using this method. In these instances, you would sandwich a negative piece of feedback between two positive terms. You start with some form of praise, then focus on areas for improvement, and end with more positive feedback. This is particularly effective for people who have some really strong areas, along with things that need to be improved. For example: “I want to commend you for the great work you did on the Smith project. Your attention to detail was outstanding there. The only thing that we might want to improve is the timeliness of your deliverables. It seems we missed a few deadlines along the way, so I just wanted to remind you of the importance of meeting those milestones on time. That being said, I’m confident you will improve in that area and overcome any obstacles you might be facing here, because you have a tremendous work ethic. We’ve always been able to count on your skills and dedication.” 2. DESC (Describe, Express, Specify, Consequences) With this method, the goal is to deliver feedback in the most balanced way. The focus is on providing feedback that is clear and concise, while being constructive. With this tactic, you break down feedback into distinct and understandable parts. That will make it easier for employees to grasp and then act upon. Start by describing the behavior, expressing your feelings about it, laying out clear expectations, and then sharing possible consequences. For instance, “I’ve noticed you tend to run late to our team meetings. That behavior makes me feel as though you don’t prioritize our time together and it disrupts the flow of our discussions. I’d like to see you arrive on time for our future scheduled meetings. Once we address this issue, we’ll have more productive and efficient meetings and be able to have them less often.” 3. EDGE (Explain, Describe, Give, End Positively) Ensure feedback flows smoothly with this method. This strategy can serve as a roadmap for your feedback discussions, making sure you have all of the important points covered. As the acronym states, start by explaining the area for improvement, including describing what you noticed. Then give specific feedback and be sure to end on a positive note. Here’s an example: “I wanted to chat about our recent sales pitch with the client, because having stellar presentations is really important to our future success. I noticed that during the pitch you spoke very quickly and didn’t seem eager to engage with the client in meaningful conversation. To enhance pitches going forward, I suggest slowing down your speech, asking open-ended questions, and then actively listening to the client’s needs. I know those small adjustments will make you an even better communicator and help us to close even more deals.” 4. 360-Degree Feedback In this comprehensive approach, you’ll gather input from multiple sources, including peers, direct reports, supervisors, and the individual themselves. You’re essentially collecting feedback from everyone around the person to get some different perspectives and views. This is particularly effective for people in middle management who have their own direct reports but also report to you (or someone else). It’s also really helpful for people who work in cross-functional teams, so that you can get a better feel for the way that they are perceived and the way that they interact with others in the company. Start by collecting feedback and gathering insights from the person’s colleagues, subordinates, boss, and then the person themselves. Once you have all of this information available, spend some time compiling what you found out and analyze it. Look for patterns in strengths as well as areas for improvement. Share the feedback privately and constructively, and make sure to devote time to the strengths you appreciate as well as areas for development. Then, collaborate and make a plan for improving moving forward, including setting clear goals and the actions you want to see. An important part of this process is following up periodically. Check in on progress and make sure to provide ongoing support. For more team-centric approaches, strategies to build team trust , and team building tips , make sure to follow our blog. 5. GROW (Goals, Reality, Options, Wrap-Up) Model This four-step process is a good way to help others work toward their goals. The four steps consist of goals, reality, options, and wrapping up. Start with a conversation on goals, then tie that into the current realities of the situation. This will help the person to reflect on recent experiences. Then move into a discussion on the various options open to them, and talk about ways to improve. Finally, summarize by highlighting the key takeaways and action steps. In this example, you can help a staff member who wants to improve their leadership skills. Here is how the conversation might go according to the four steps: “Can you share the specific leadership skills that you want to develop? Maybe share some particular outcomes you’re hoping to achieve? Let’s talk about some of the leadership qualities that I’ve noticed lately, such as when you lead the project meetings on Tuesdays. What’s working well, and what’s challenging in those scenarios?” This will lead to a deeper discussion, where you can encourage the employee to brainstorm ideas with you. “What are some of the approaches you could try? To make those come to fruition, which resources or support do you need?” Ideally the employee will open up about some various ideas as well as what support they need from you. Make sure to wrap up on a positive note that includes concrete action items, for example “Based on this discussion, it seems like the areas for immediate focus are active listening and delegation. Let’s create a plan to delegate certain parts of your project next week, and perhaps sign up for an active listening workshop within this quarter.” 6. Start-Stop-Continue A lot of valuable feedback involves sharing what someone might start doing, what they should stop doing, and what they can continue for peak performance. For instance, the next time you need to have a general feedback discussion, you could say something like: “Let’s start thinking about implementing regular status update emails to keep the team in the loop. It’ll improve our overall communication.” For Stop, you could add something like “On the other hand, you might want to stop micromanaging the team in these ways. It can be demotivating, so let’s focus on helping the team to handle their tasks more effectively.” And finally, to continue, “Lastly, please continue to facilitate our weekly team meetings. Your leadership there has been really effective in facilitating great discussions.” 7. SBI (Situation - Behavior - Impact) Model This process is all about painting a comprehensive picture when you’re giving feedback. It focuses on describing a specific situation, the observed behavior, and the impact of that behavior on the team or work. For example, if you’re talking to an employee about a recent interaction with a client. Here is how you can start the discussion: “Let’s talk about the client meeting we had yesterday. I noticed that you interrupted the client a few times while they were explaining their requirements. I can imagine this made them feel unheard and maybe even frustrated. That could impact our overall client relationship and the work we get moving forward.” After that, follow up with a discussion on how things can be improved and how you are prepared to help. Sometimes, people need additional resources to improve in the ways that you want to see. You should encourage them to share that with you, and talk about what you’ll do to offer support. 8. STAR (Situation - Task - Action - Result) Tactic This option not only sounds cool, but can be really effective. It’s all about making feedback specific and relevant to the actual situation. This can be a good way to share negative or positive feedback, but it can be especially useful when you have good news to share. If we want to use another example from an employee during a client pitch, you can start by describing the situation. “Remember that important client meeting last week where we needed to secure a new contract? You were tasked with presenting our products’ features and benefits in a really convincing way. You were well-prepared and did a great job addressing the client's concerns, and offered real solutions. And guess what? You nailed it and we secured a huge contract. Congrats!” This is a powerful way to share great information with your star employee (get it?). 9. BOOST (Balanced, Objective, Observable, Specific, Timely) model The best feedback is objective and balanced, and includes behavior that is actually observable and relevant. This helps to ensure that feedback is fair, unbiased, and actionable, and also provides an avenue for future conversations. For example, if you want to give some feedback to a software engineer about coding, you could say: “I wanted to offer some feedback on some strengths and improvement areas. As you know, our objective is to improve coding efficiency and quality. I noticed in your recent code review that you found and fixed critical bugs before they caused problems in production. You showed superior debugging skills and attention to detail.” Share this feedback directly after a project so that the information is timely and specific to something the employee will remember. 10. CAS (Criticize - Ask - Suggest) This feedback technique combines constructive criticism with open-ended questions and options for improvement. Though you start with criticism, you move into a discussion with questions and then end with actionable suggestions. Here’s an example you could share with a marketing leader: “I’ve got some concerns about the effectiveness of the most recent campaign. Can you help me to understand how you chose that specific audience? How about for our next round we take a more data-driven approach and refine some of the market research available to target an audience?” Retreats offer an opportunity for feedback Providing feedback to employees is a crucial part of developing them and improving performance over time. It’s not always easy to find time to have these discussions, but an annual review is a good place to start. Some people find quarterly reviews worthwhile, but really you can have these discussions as often as you (and your employee) would like. If your staff isn’t geographically close or partly remote, it can be harder to schedule these conversations. That’s where an offsite retreat comes into play. You can use that time to pull employees aside and have one on one conversations.  A team-building retreat offers time to learn and train together, as well as time to socialize and provide valuable feedback. A company or team retreat provides quality time between managers and their reports and offers lots of chances for giving feedback using any of the methods we covered here. Source: https://www.surfoffice.com/blog/team-feedback-methods
July 7, 2024
When it comes to managing employee behavior and performance issues, the progressive discipline process offers obvious benefits One of the most difficult challenges for many companies is the need to address negative behavior and performance issues in the workplace. Without a concrete plan to manage discipline, decisions may end up being arbitrary, inconsistent, and even open to legal action. That's why it is incumbent upon businesses to develop sound disciplinary policies that clearly outline how these problems are addressed. A progressive discipline process is one commonly used option. In this post, we'll provide a progressive discipline definition and explain its many benefits. We'll also examine the steps that are commonly used in any system of progressive disciplinary action. What is progressive discipline? Progressive discipline is a process that involves a structured approach to correcting employee behaviors. Organizations that adopt the progressive disciplinary process implement a system of corrective actions that escalate in severity with each infraction. This allows management to provide helpful notice to employees that gives them an opportunity to correct their own behaviors or performance issues and avoid any escalation in discipline. Since organizations should use disciplinary processes to correct undesirable behaviors rather than punish offenders, this progressive approach offers one of the best ways to achieve that goal. It ensures that management communicates problems to employees in a clear and timely manner and provides a structured way to encourage improvements in performance and behavior . For managers who may struggle to deal with problem employees, this process can also provide a guided approach to engaging in difficult conversations. What are the benefits associated with progressive discipline? There are many benefits for companies that implement a progressive disciplinary policy for their organizations. We've listed some of the most important benefits below. This type of discipline process can help managers and employees to resolve concerns before bigger issues arise The progressive disciplinary approach can facilitate improved communication between management and their workers, which can help managers to develop more productive and higher-performing teams Implemented properly, this disciplinary approach provides employees with fair notice about expected behavior and results, and promotes accountability By using a progressive series of increasingly severe corrective measures, employees have incentive to self-correct Management can avoid arbitrary decisions that could lead to negative consequences, including legal concerns in some jurisdictions Employee retention and job satisfaction tend to be higher in environments that provide clear expectations and a fair, just, and consistent disciplinary process Because steps in the process are typically well-documented, employers will have an easier time defending difficult decisions about suspensions and terminations What are the typical steps of the progressive disciplinary process? To understand how a progressive disciplinary process works in a real-world company setting, let's examine a typical step-by-step progressive approach. Some of the most common disciplinary policies use a four-step framework that involves increasingly serious consequences for the employee. 1. Verbal warning This is almost always the first disciplinary action in any progressive discipline system. As soon as an issue comes to management's attention, someone is tasked with warning the employee about the problem. This warning can be delivered in either an informal or formal meeting, during which the employee is told about the behavioral or performance problem. In many cases, management also provides the employee with recommended steps that they can take to correct the issue so that further action can be avoided. Even though the warning is delivered verbally, company policies should require that the person issuing the warning document important details. These details include vital information like when the warning was given and the behavior or other issues that prompted the action. The documentation should also list everyone involved in the meeting, the actions the employee agreed to take to correct the problems, and whether any follow-up conversations are scheduled. 2. Written warning When verbal warnings don't lead to the necessary positive change, management then typically follows up with the next progressive disciplinary step – the written warning. This is a more formal action designed to signal to the employee that the issue has become a more serious concern. Some companies include the possibility for multiple written warnings within this stage of the progressive discipline process. The written warning should describe the employee's failures, the policies that have been violated, and specific steps that they must take if they want to get back in the company's good graces. It should also provide fair warning about the consequences the employee will experience if those corrective actions are not followed. Employers should allow employees to discuss the document and should inform them that signing it is simply an acknowledgment that they received the warning. Again, everything about this meeting should be documented, and the documentation and written warning should be placed in the employee's employment file. That documentation should include details about the participants in the meeting – all of whom should have signed the warning - as well as the agreed-upon action plan to correct the behavior and other important information that provides an accurate historical record of the meeting. 3. Final warning, including possible suspension period Once the written warning step has been exhausted (again, some companies may provide as many as three written warnings before escalating the process), the next stage of the progressive discipline process is considered the final warning. This is another document-based corrective action that basically puts the employee on notice that any continued failure to correct the problem will result in termination. Sometimes, this final warning can also be accompanied by a period of suspension without compensation. Like the other warnings, this one should be well-documented with details about the policies that have been violated and what the employee was told to do to correct the situation. The documentation should also note that this is the final warning. It must be signed by everyone present at the meeting and stored in the employee's employment file. 4. Termination As you might expect, the most drastic and final step of the progressive discipline process involves the termination of the employee. While the entire process is designed to correct behavior and avoid this step, there are times when there is no other option but to fire an employee who fails to correct behavior or performance issues. This step also requires detailed documentation and careful attention to the details.  Larger companies will typically want to handle termination through human resources, and sometimes in consultation with employment lawyers if potential legal issues could arise. Witnesses should always be present whenever possible and the employee should be given a detailed review of the entire process, beginning with the verbal warning. The termination notice itself should be provided in written form, with a copy placed in the employment file. The appeal In addition to that four-step approach to corrective action, effective progressive discipline often includes an opportunity to appeal decisions made in each step of the process. This provides the employee with an opportunity to offer evidence or arguments in opposition to the discipline. Sometimes, employee behaviors involve disabilities or other issues that may require some sort of accommodation. The appeals process can help to promote fairer outcomes based on the best available information. Designing your progressive discipline policy If you're tasked with implementing a progressive disciplinary process in your workplace, it's vital to ensure that you have a well-constructed policy that outlines every key detail. Make sure that yours includes each of the following elements. Details about each step of the progressive disciplinary process This section of your policy should outline each progressive step your company takes to address employee misconduct and performance concerns. You may want to include a brief explanation of each, so that employees know what to expect if they fail to meet expectations. Exceptions that may result in immediate termination Some violations of policy are so serious that they qualify for immediate termination of employment. You should cite specific examples of these actions. For example, criminal activities, physical abuse of co-workers, theft, and similar actions may fall outside of the normal progressive discipline scheme. Any necessary disclaimers Each policy should also include disclaimers that preserve the employer's right to enforce the policy, disregard certain elements when necessary, or make needed changes. Legal issues like at-will employment should also be addressed in this section. Adhering to your company's progressive discipline policy Once you have a policy in place, it's important to make sure that it's followed as rigorously as possible. Employees tend to adapt to the prevailing company culture, and any failure of consistency or fair application of policy will impact their adherence to company rules, productivity goals, and other performance and behavioral metrics. Progressive discipline: a powerful tool to impact employee behavior Without clear disciplinary policies in place, any company will struggle to achieve a fair and balanced application of rules and expectations. Fortunately, the progressive discipline approach offers a clear and understandable approach to managing and correcting negative behaviors and performance issues. By creating and implementing your own progressive disciplinary processes, you can develop a powerful workplace culture that helps employees to overcome their shortcomings and meet your expectations. Source: https://www.topresume.com/career-advice/progressive-discipline-steps-for-creating-discipline-in-the-workplace
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