Conduct

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  • Do not ignore the problem hoping it will correct itself. By not confronting the problem and letting the employee know it is not acceptable, you are sending a message to the employee that you are not concerned and are establishing a practice of accepting the misconduct as acceptable behavior.
  • Conduct

    1. 1. CONDUCT
    2. 2. • Conduct cases are those where an employee fails to comply with work rules, policies, and procedures such as arriving for work on time; treating clients and co-workers with courtesy and respect; being honest; maintaining a good attendance record; following procedures for requesting time off; using company time, supplies and property in a responsible manner; and other similar behavior-related areas.• Violations of these work rules, policies and procedures can form the basis for corrective, and ultimately disciplinary action, including dismissal.
    3. 3. What is the HRD’s / supervisorsresponsibilityregarding employee conduct?• First, you must clearly communicate your expectations. • Every employee must have a copy of the Company Code of Conduct / Rules Regulation / Company Policies• Supervisors are also responsible for monitoring employees’ conduct and for providing honest and timely feedback when an employee fails to meet expectations.
    4. 4. What should be done if an employeedoes not adhere to conductexpectations?• The first step is to conduct an investigation. If you have personally observed the misconduct (e.g. an employee arrives late for work), the investigation may consist of a simple interview of the employee to get his/her side of the story.• When minor misconduct occurs for the first time (e.g. an employee is late arriving for work), and the interview of the employee does not indicate mitigating or extenuating circumstances which would excuse the offense, verbal counseling is usually sufficient.
    5. 5. How does the supervisor / HRknow what to do next, and when todo it?• Following the concept of Progressive Discipline, you will take the lowest level of corrective/disciplinary action that will be likely to correct the problem. In determining the level of action to take, you will look at the following factors:• 1) The seriousness of the offense and the relationship to the employees duties• 2) The employees position and level of responsibility (i.e., supervisory etc)• 3) The employees past disciplinary record• 4) The employees past work record and years of service• 5) The effect of the offense on the supervisors confidence in the employee• 6) The consistency of the penalty with that imposed on other employees• 7) The clarity with which the employee was placed on notice• 8) The potential for rehabilitation• 9) Any mitigating circumstances (provocation by others, etc.)
    6. 6. What is progressivediscipline?• One of those factors is whether the level of discipline that was taken was appropriate under the circumstances. In making this determination, the arbitrator expects to see that any serious discipline was preceded by lesser discipline to place the employee on notice that the conduct is unacceptable and that more severe discipline may result if the conduct is not corrected.• This does not mean that every infraction must go through every step of the corrective action process.• Some forms of misconduct, such as theft, may warrant dismissal on the first offense.
    7. 7. NON-PUNITIVE DISCIPLINEPROGRAM DESCRIPTION• When an employees conduct warrants corrective action, the supervisor/manager takes the lowest level of disciplinary action which:• 1) is appropriate to the severity of the employees offense; and• 2) is likely to result in the employee not repeating the misconduct. • Under a traditional discipline program, minor misconduct (e.g., initial instances of tardiness or absenteeism) is normally dealt with through counseling confirmed in writing. Should the misconduct be repeated, the normal progression is a letter of reprimand followed by a suspension. Further misconduct may result in a second suspension, demotion, or dismissal. Misconduct of a more serious nature may result in suspension, demotion, or dismissal on the first offense.
    8. 8. • The Non-Punitive Discipline Program follows the same steps as a traditional program with one exception – unpaid suspensions are replaced by disciplinary letters that equate to a suspension of a specified number of days.
    9. 9. Objectives of a Non-Punitive DisciplineProgram the Non-Punitive Discipline Program is to• The overall goal of improve productivity in the workplace by:• • Correcting conduct problems promptly, rationally and constructively• • Alleviating the financial impact of discipline on employees families• • Affording employees the ability to be rehabilitated and to clear their records• • Taking corrective action which is just, equitable and sustainable
    10. 10. HOW A NON-PUNITIVEDISCIPLINE PROGRAMWORKS Discipline Program is designed to help correct• A Non-Punitive conduct and attendance problems by serving as a step in progressive discipline.• Normally, a Non-Punitive Discipline Program will not be used to correct performance problems (quantity/quality of work).• Performance problems are dealt with through counseling, corrective action plans with performance-specific objectives and outcomes, and performance evaluations.
    11. 11. Schematic diagram
    12. 12. • Investigation - When an incident of misconduct or an attendance problem has been investigated and reasonable proof has been found, the department makes a determination regarding the appropriate level of discipline. If it is determined that the infraction does not warrant demotion or dismissal, but does warrant more than counseling or a letter of reprimand, the non-punitive discipline program will be used.
    13. 13. • Intent Letter - A Skelly letter of intent is issued to the employee stating that it is the intent of the department to issue a disciplinary letter equating to a suspension of X days.• This letter takes the same form as the usual Skelly letter but, instead of proposing a suspension, proposes a disciplinary letter equating to a suspension.
    14. 14. • Oral/Written Response - The normal Skelly process is followed, with the employee having the opportunity to make an oral and/or written response to the charges in the intent letter.• a. If the employee presents information which causes the department head to determine that the disciplinary letter is not warranted, the case will be closed with a letter of reprimand, a warning letter, or a letter clearing the employee of the charges, as appropriate.• b. If the department head determines that the disciplinary letter is warranted, he/she will issue a decision letter, imposing the disciplinary letter in lieu of a suspension. The decision letter itself constitutes the disciplinary letter and a separate disciplinary letter is not issued.
    15. 15. • The management official hearing the oral response determines, based on the employees response and by asking questions, whether the employee acknowledges that the misconduct for which he/she is being disciplined was improper, and whether it is the employees intent not to repeat the misconduct.
    16. 16. REHAB OR NO REHAB?• 1. If the employee acknowledges that his/her misconduct was improper, and indicates the intent not to repeat the misconduct, a rehabilitation plan is developed.• This plan will list actions the employee will take and/or training the employee will attend to ensure that the misconduct does not recur.• The plan will also set a timeframe during which misconduct must not recur.• Once the actions laid out in the rehabilitation plan are completed and the agreed upon timeframe has elapsed without further misconduct, the disciplinary letter will be removed from the employees personnel files. At this point, the matter will be closed and the employee will be considered fully rehabilitated.
    17. 17. • 2. If the employee does not acknowledge that his/her misconduct was improper, and/or does not indicate the intent not to repeat the misconduct, no rehabilitation plan will be developed, and the letter will remain in the employees personnel files.
    18. 18. • Next meeting: CONDUCTING EMPLOYEE INVESTIGATIONS.

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