The document discusses performance counseling and corrective action policies. It states that employees are expected to meet performance standards and conduct themselves professionally. When an employee's performance or conduct does not meet expectations, the company may take corrective action. It provides examples of performance or conduct issues that could warrant corrective action, such as excessive absences, failure to follow policies/procedures, or threatening behavior. The document advises managers to provide real-time feedback to employees and consult HR when more formal performance counseling or corrective action is needed to address issues.

1. Performance Counseling

2. Performance Counseling
Employees are expected to meet performance expectations and
to conduct themselves appropriately and professionally. When an
employee’s performance does not meet the expectations or
requirements of the job, or an employee’s conduct interferes with
the orderly and efficient operation of the company or otherwise
has a negative impact, the company may take corrective
(including disciplinary) action.

3. Align with the org goals
• Aligns work with mission and organizational goals
• Communicates the major work to be accomplished
• Sets a baseline for successful performance
• Helps to measure work
• Forms the basis for ratings
• Helps employees see how their performance contributes to
organizational results

4. Smart Performance Objectives are..
• Specific
• Measureable
• Achievable
• Relevant
• Time bound

5. Performance Counseling
Performance or conduct concerns can become evident in a variety of ways. Examples of
performance or conduct for which corrective action may be necessary include, but are not
limited to:
• Failure to maintain the requisite knowledge, skills and demonstrated ability to perform the
job
• Excessive tardiness or absenteeism
• Failure to exercise good judgment
• Failure to promptly report any known or alleged violations of laws, regulations or
university policies to appropriate university officials.
• Failure to abide by or comply with university and departmental policies and procedures
• Threatening, hostile, violent, or disruptive behavior
• Damage, destruction, theft, or abuse of university property
• Dishonest or criminal conduct
• Unauthorized use or possession of alcoholic beverages or being at work under the
influence of alcohol or substances

6. Performance Counseling
Managers are encouraged to provide real time verbal feedback to
employees with respect to job performance, and should not wait to do
so until the annual performance review.
Managers may provide such feedback without first consulting with the
HR representative. When a manager recognizes the need to address
more formally a work performance or conduct concern, he or she
should consult Human Resource Management and Development to:
• Review the concern
• Determine whether performance counseling and corrective action is
merited
• Create a factual document outlining the areas of concern

7. Performance Counseling
Managers may provide such feedback without first consulting
with the HR representative. When a manager recognizes the
need to address more formally a work performance or conduct
concern, he or she should consult Human Resource
Management and Development to:
• Review the concern
• Determine whether performance counseling and corrective
action is merited
• Create a factual document outlining the areas of concern

8. Performance Counseling
• Pre Disciplinary Counselling
• Grievances Interview