Please note: You are viewing the unstyled version of this website. Either your browser does not support CSS (cascading style sheets) or it has been disabled. Skip navigation.

Progressive Disciplinary Action

  Email    Print  PDF  Change text to small (default) Change text to medium Change text to large

Policy Information
  • Issue Date: June 1, 1988
  • Primary Contact: Director of Human Resources
  • Responsible Member of Directorate: President and Director
  • Responsible Office: Human Resources
Contents
Policy Information
Overview


Overview
I. Whenever an employee demonstrates unsatisfactory performance or behaves in a manner that may affect the operations of the department or the Institution, the supervisor is expected to respond to the employee promptly. Avoiding or delaying taking corrective action amounts to supervisory neglect, can undermine management effectiveness and may result in a disservice to the employee. 

II. The first step in the process is an informal one, when the supervisor will discuss the perceived problem directly with the employee. This discussion should cover the following: 

A. identification of the problem and its apparent causes; 

B. the employee's role in solving the problem; 

C. specific actions to be taken by the employee and the supervisor; 

D. a timetable for assessing progress; and 

E. specific disciplinary action that may result should progress not be evident. (Such actions must be reviewed with the Department Chair/Administrative Manager and the Human Resources Manager prior to any notification to the employee.) 

III. If these steps are followed by the supervisor and the employee, further action may not be necessary. 

IV. Each supervisor will keep a record for the files of all informal discussions with the employee. This record should include, but not be limited to: 

A. the date the conversation took place; 

B. the nature of the problem; 

C. the corrective action agreed to by the employee and the supervisor; 

D. the date follow-up action and/or progress report is scheduled. 

V. The objective of progressive discipline is to: 
A. avoid or minimize misunderstandings between the employee and the supervisor; 

B. insure that the employee is provided with specific evidence of unacceptable conduct or performance, guidelines for improvement and sufficient time and opportunity to improve; 

C.reduce the number of situations which result in involuntary terminations; and 

D. insure that documentation is available to support the Institution's position in the event of discriminatory charges. 

VI. When a situation becomes chronic and/or more serious, the supervisor is expected to take more formal action. Such actions may include additional documented meetings with the employee addressing the performance inadequacies, the imposition of a probationary period, suspension with or without pay, or involuntary termination. Copies of all written materials relating to these more formal disciplinary steps must be given to the employee and retained in the employee's personnel file. 

VII. The Human Resources Manager and the Ombuds/EEO Officer are assigned the responsibility for employee relations at the Institution, including adherence to state and federal regulations governing equal employment opportunity and non-discriminatory practices. Supervisors should contact the Human Resources Manager for assistance prior to
proceeding with any disciplinary action. 

Should you require assistance in the interpretation  of this procedure, please contact your Human Resources Representative.


[go back]


Last updated: February 8, 2010
 


whoi logo

Copyright ©2008 Woods Hole Oceanographic Institution, All Rights Reserved, Privacy Policy.
Problems or questions about the site, please contact webdev@whoi.edu
Contact Us | Site Map | WHOI.edu External | WHOI.edu Internal
WHOI Facebook WHOI You TubeWHOI TwitterRead our BlogsWHOI RSS feeds