- Issue Date: June 1, 1988
- Primary Contact: Director of Human Resources
- Responsible Member of Directorate: President and Director
- Responsible Office: Human Resources
OverviewI. 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;III. If these steps are followed by the supervisor and the employee, further action may not be necessary.
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.)
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;V. The objective of progressive discipline is to:
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.
A. avoid or minimize misunderstandings between the employee and the supervisor;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.
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.
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.