Considerations
when taking Disciplinary Actions:
The
extent of severity of a disciplinary action should fit the severity
of the situation that promoted the action.
Disciplinary
action maybe progressive in nature.
General
Procedures by which Supervisors
should handle a Disciplinary Action:
Get
all the facts.
-
Obtain detailed and complete statements of the incidents from all witnesses
or parties involved. Hearsay is not admissible.
-
Use written statements or record all interview information immediately.
-
Get a written statement of admission or denial, and an explanation
on the alleged improper actions, from the accused employee.
-
Make every effort to settle conflicting statements.
Be
sure records and written information apply to a decision on discipline.
Prepare
a Report.
Make
it complete, accurate and unbiased information.
Include
all names, places, dates, times and all other important information.
Weigh
the Evidence.
Be
sure that the evidence determines clear violation of policy.
Doubtful
points should be in favor of the employee.
Decide
on a Course of Action.
If
it is decided that disciplinary action is required, send your written
recommendations including all statements and reports to the Assistant
Director for Employee Relations in Human Resources Management.
Forms:
Employee
Warning - provided to standardize documentation.
- The
form is presented to the employee for acknowledgment and signature.
- Employee
can refuse to sign the form. If so, make note of the refusal and date
and time.
- A copy
of the form goes to the employee.
- A copy
of the form remains in the department's records.
Alternatives
to Discipline:
Reprimands,
Counseling Sessions and/or Warnings.
The purpose of these methods is to alert the employee
of that behavior or performance which is not acceptable, and to help
the employee work toward an acceptable behavior. This is not considered
disciplinary action.
A
written Reprimand is a disapproval of conduct or behavior that
becomes part of the departmental record. It is a specific statement
of what the employee did and should include the consequences that can
be expected from future such incidents.
All
counseling sessions and/or warnings, including verbal, should be documented
and kept in the employee's departmental file. This gives the supervisor
a way to monitor whether or not the employee is making improvement.
Aids
in Discipline for Supervisors:
- Be
sure all employees know the rules, policies and their performance standards.
-
Be consistent in enforcing rules. Be firm, but fair to all.
-
Get the facts before taking action.
-
Give informal counseling at the first sign of employee problem.
-
Take disciplinary action and informal counseling in private.
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Give the employee a reasonable opportunity to correct the problem.
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