As noted previously on this blog, it’s sometimes difficult to get supervisors and managers to do performance reviews and handle discipline in an honest, timely fashion.  Even when honesty and timeliness aren’t shortcomings, something else tends to fall through the cracks.

If an employee is disciplined, she is told, one way or the other, to change her ways.  It may be about poor job performance or misconduct, but the employee must change.  When a performance review is done, an employee may be counseled about a certain aspect of her job with the expectation that changes will occur.  Or goals may be set for the employee to accomplish during the next review period.

Following up with the employee, sometimes quickly–at least, within a reasonable period of time–is important.  If you don’t, it’s less likely that the employee will take the discipline or the performance review seriously.  It’s also less like that the expected changes will occur or the stated goals will be met. 

So, do the discipline promptly.  Do the performance review honestly.  Then follow up.  And it’s just as important to follow up with the employee to tell her that her performance is improving or thank her for solving the problem you pointed out as it is to tell her that the mark is still being missed.