In the context of Performance Management, there are many tools and terminology that are used. The term “Corrective Action” is usually reserved for Safety or Food Safety, as a specific activity within the Internal Responsibility System. In those contexts, Corrective Action is a specific feature that furthers process or systemic improvement. In Safety and Food Safety, it is about incremental improvements, and the associated documentation is vital to the continuity of the system.
However, in human resource management, the place of “Corrective Action” becomes less clear. It seems that continuously documented “Corrective Action” for mundane non-critical elements of work, may be overkill. So where is the line? When do you use Corrective Action, specifically in HR.
If the practice of “corrective action” is a documented activity, specific to routine or re-occurring defined process step, then there is a place. If it is harping on knit-picking activities, it does not have a place. If “corrective action” results in a positive-growth opportunity, then it has a place in HR. If it becomes a paperwork exercise toward an ulterior motive, it does not have a place.
The Bottomline is that a great deal of care should be taken in implementing a “corrective action” strategy for employee development. It can easily become an ineffective process. The HR toolbelt has many tools – such as frequent meaningful verbal feedback. Choose the “RIGHT” tool for the job.