The document provides guidance on progressive discipline policies and processes. It discusses probationary periods and assessments, the progressive disciplinary steps of coaching, written warnings, suspension, and termination. It emphasizes the importance of thorough documentation at all stages of discipline. The goal of progressive discipline is to improve employee performance and compliance with policies, while ensuring discipline is constructive, consistent, and fair.
Mastering Progressive Discipline and Structuring TerminationsPaul Falcone
Understanding the role of progressive discipline (i.e., corrective action warnings) in the employee performance improvement (and, when necessary, termination) process is critical for every manager and supervisor in corporate America. Unfortunately many unsuspecting employers fail to document performance and conduct infractions thoroughly and step perilously into the minefield of employment litigation without the proper record in place. This PowerPoint presentation complements Paul Falcone’s bestselling book 101 Sample Write-Ups for Documenting Employee Performance Problems (AMACOM Books, 2010) as well as the Corrective Action Notice (AKA Written Warning) Template available in Paul’s online Web Store at http://www.paulfalconehr.com/store/. The deck covers the critical areas of classifying infractions, the number of corrective action steps necessary, incident description writing tips, affirmative employer obligations to help rehabilitate the worker, and the importance of drafting consequences “with teeth” that will withstand legal scrutiny in the plaintiff litigation arena. (27 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Understanding the Disciplinary Action ProcessG&A Partners
Presented by – Monica Tovar, PHR, HR Advisor G&A Partners
The Disciplinary Action Process is a critical part of employee relations and is also an important communication tool. While it can be an effective strategy to modify unacceptable behavior or improve performance, it is also complex and requires expertise.
In this webinar, you will learn to discipline employees through verbal and written form. After this session, you will also be able to create an employee improvement plan to achieve desired results and get back on track to a successful and productive employee experience.
Taylor & Emmet - Managing Absence MasterclassTom Draper
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
Mastering Progressive Discipline and Structuring TerminationsPaul Falcone
Understanding the role of progressive discipline (i.e., corrective action warnings) in the employee performance improvement (and, when necessary, termination) process is critical for every manager and supervisor in corporate America. Unfortunately many unsuspecting employers fail to document performance and conduct infractions thoroughly and step perilously into the minefield of employment litigation without the proper record in place. This PowerPoint presentation complements Paul Falcone’s bestselling book 101 Sample Write-Ups for Documenting Employee Performance Problems (AMACOM Books, 2010) as well as the Corrective Action Notice (AKA Written Warning) Template available in Paul’s online Web Store at http://www.paulfalconehr.com/store/. The deck covers the critical areas of classifying infractions, the number of corrective action steps necessary, incident description writing tips, affirmative employer obligations to help rehabilitate the worker, and the importance of drafting consequences “with teeth” that will withstand legal scrutiny in the plaintiff litigation arena. (27 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Understanding the Disciplinary Action ProcessG&A Partners
Presented by – Monica Tovar, PHR, HR Advisor G&A Partners
The Disciplinary Action Process is a critical part of employee relations and is also an important communication tool. While it can be an effective strategy to modify unacceptable behavior or improve performance, it is also complex and requires expertise.
In this webinar, you will learn to discipline employees through verbal and written form. After this session, you will also be able to create an employee improvement plan to achieve desired results and get back on track to a successful and productive employee experience.
Taylor & Emmet - Managing Absence MasterclassTom Draper
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
Discipline in the workplace is the means by which supervisory personnel correct behavioural deficiencies and ensure adherence to established company rules. The purpose of discipline is correct behaviour. It is not designed to punish or embarrass an employee.
This presentation was made to show how discipline plays an important role in every one's life's , if one follows discipline in his or her life, he or she can achieve any target , we have also shown the various disciplinary actions that could be taken against the employees if he does not follow the rules laid down by the employer and the process of disciplinary actions
An employee is said to have poor performance when he is not able to deliver his actual performance and thus cannot match the level of performance organization requires. Poor performance of employee results in negative outcome of the organization. Thus, it is important to have a proper and systematic check on poor performance management.
An effective method is developed to cope with such poor performance like disease of the company. Management of poor performance helps in either improving the performance or eradicating the under-performing employee in a fair manner, complying with the law of the country.
This Slideshare is a comprehensive document which can help you understand about poor performance and its management with simple illustrations and pictures. Enhance your knowledge and get to know the simple procedures of executing poor performance management in your company for efficient and effective working in your company.
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
Discipline in the workplace is the means by which supervisory personnel correct behavioural deficiencies and ensure adherence to established company rules. The purpose of discipline is correct behaviour. It is not designed to punish or embarrass an employee.
This presentation was made to show how discipline plays an important role in every one's life's , if one follows discipline in his or her life, he or she can achieve any target , we have also shown the various disciplinary actions that could be taken against the employees if he does not follow the rules laid down by the employer and the process of disciplinary actions
An employee is said to have poor performance when he is not able to deliver his actual performance and thus cannot match the level of performance organization requires. Poor performance of employee results in negative outcome of the organization. Thus, it is important to have a proper and systematic check on poor performance management.
An effective method is developed to cope with such poor performance like disease of the company. Management of poor performance helps in either improving the performance or eradicating the under-performing employee in a fair manner, complying with the law of the country.
This Slideshare is a comprehensive document which can help you understand about poor performance and its management with simple illustrations and pictures. Enhance your knowledge and get to know the simple procedures of executing poor performance management in your company for efficient and effective working in your company.
It is a step by step program designed to correct performance problems arising out of employee misconduct. This approach typically follows four progressive steps to rectify offenses committed by an employee.
Making the Offer and Closing the Deal: Tips and Techniques to Get the Candida...Paul Falcone
As an ancillary presentation to Paul’s “Advanced Recruitment and Interviewing Techniques” presentation, this PowerPoint focuses on the actual offer and the critical steps leading up to it. It addresses the importance of “candidate control” when negotiating critical job offer variables prior to extending an offer, posing “must ask” questions regarding the candidate’s current employment situation, being “over-qualified” and the nature of a healthy job match, the importance of “resignation drills,” and negotiating salary offers when a candidate’s expectations are out of alignment with your intended offer. (46 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Approaches to Workplace Discipline - Industrial Relationsmanumelwin
Handling employee misconduct is a very critical task to be performed by the senior managers. Misconduct and other offensive behaviors often lead to decreased levels of productivity as they affect the individual performance of the employees.
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
This Training Presentation discusses Workplace Communication - and what is essential to be successful at Workplace Communication.
It includes not only what elements are needed to properly convey your message - but what you need to know about your audience.
Employsure Workplace Presentation | Managing late employeesEmploysure AU
Constantly late employees can be damaging to any business, and resolving the issue can be a challenge. This presentation outlines how to identify and manage consistently late employees in the workplace.
Employsure helps over 13,000 business owners with employment relations, protecting employers from risks by providing unlimited advice, legally compliant documents, insurance and representation. Employsure is a workplace relations specialist dedicated to helping small businesses succeed by creating fair and safe workplaces.
Call us: 1300 651 415
Visit us at: https://employsure.com.au/
LinkedIn: https://www.linkedin.com/company/employsure
Facebook: https://www.facebook.com/employsure.com
Twitter: https://twitter.com/Employsure
Managing misconduct - HR and employment conference for school leaders 2016Browne Jacobson LLP
Our annual, one day conference for school leaders helps you to keep up with the pace of change and get the most out of your employees.
At this year’s conference we heard from keynote speakers Nick MacKenzie and Heather Mitchell on the changing education landscape and how employment law changes affect schools and academies. Our education and HR experts also covered the post-election employment position, restructures, pay and reward, managing misconduct, strikes and work to rule, and leadership and management judgment in respect of HR.
https://www.brownejacobson.com/education/services/employment-and-human-resources
Avoiding Workplace Pitfalls: Domestic and Foreign Employee Compliance. Employment Law Breakfast Series
Sponsored by Cowles & Thompson, PC & The International Business Council of the Frisco Chamber
Employment lawsuits and government audits and investigations are at a record high. In 2013 the government settled the largest immigration fine in history with a Plano, TX based company in the amount of $34 million for charges of visa and I-9 non-compliance. Avoid the penalties, damages, and negative publicity for those who have been caught unaware. Regardless of size or industry, your company must be able to prove its observance of federal and state employment laws and regulations concerning both domestic and foreign workers. The Frisco Chamber of Commerce International Business Council and Cowles & Thompson, PC presented three educational events to help your organization meet regulatory challenges for your domestic and foreign employee workforce.
This is the third event - Best Practices for Business - held on August 6, 2014 at the Frisco Chamber of Commerce, Frisco, Texas.
Absenteeism, Destructive Workplace BehaviourCG Hylton Inc.
• Types of absenteeism: culpable, innocent: making the distinction
• Addressing the root causes of absenteeism to determine if it is a symptom of stress, burn-out, addictions etc.
• Proactive strategies and guidance to rectify the behaviour
• Attendance policy: tips and strategies
• Ignoring it won't make it go away: how to communicate expectations, policy and confront the issue
• Determining when termination is appropriate
MAT as an employer - HR and employment conference for school leaders 2016Browne Jacobson LLP
Our annual, one day conference for school leaders helps you to keep up with the pace of change and get the most out of your employees.
At this year’s conference we heard from keynote speakers Nick MacKenzie and Heather Mitchell on the changing education landscape and how employment law changes affect schools and academies. Our education and HR experts also covered the post-election employment position, restructures, pay and reward, managing misconduct, strikes and work to rule, and leadership and management judgment in respect of HR.
https://www.brownejacobson.com/education/services/employment-and-human-resources
3. GuidelinesGuidelines
•Respect for others and their ideas
•Focus on what you can control
•If you Oppose, Propose!
•One Person Speaking at a time - please
• Cell phones/electronic devices –pls turn
sound off…
4. ∗ At the end of this training you will have a better
understanding of the following:
∗ Purpose of the Probationary Period
∗ Progressive Disciplinary process
∗ Know what’s the Grievance Process and how it works
Objective
5. ∗ Ensure Compliance with:
∗ Code of Conduct (Employee handbook)
∗ Promote just cause
∗ Ensure Policies and Procedures are adhered
∗ Contract (CBA)
∗ Assist in the Progressive Discipline Process
Responsibilities of Labor Relations
6. ∗Why have a Probation
Period?
Probationary Assessment
7. ∗ The probationary period is the initial period of
employment, a kind of “trial period” during which the
supervisor carefully considers whether the employee
is able to meet the standards and expectations of the
job
Probationary Assessment
8. ∗ During this time, the supervisor appraises the employees:
∗ Ability to learn and perform the duties
∗ Quality of work
∗ Productivity
∗ Work Habits
∗ Cooperation
∗ Attendance
∗ Punctuality
Probationary Assessment
9. ∗ Identifies performance targets. Department and Hospital
expectations
∗ Affords regular supervisory interactions with new employee
∗ Gives the supervisor the opportunity to assess the
employees capabilities
Probationary Assessment
10. Probationary Assessment
∗ Provides formal feedback
on the employees
performance
∗ When there are concerns:
∗ Allows for set standards
to be revisited
∗ Provide support as
needed
11. ∗ This is an option available to the hiring manager and
should be used for the following instances:
∗ Absence from work due to illness (FMLA, LOA etc…)
∗ When there is a good chance that standards will be
achieved
∗ For any reason the supervisor is unable to the evaluate
employee
∗ The amount of time extending should reflect the
amount of time loss for what ever reason
Probationary Extension
12. ∗ Full time union employees, part time union employees
shall be considered probationary for a period of 90
days from the date of employment, excluding time
loss for sickness and other leaves of absence.
Probationary Periods
13. ∗ During or at the end of the probationary period, The
Hospital can discharge any probationary employee,
(with DOCUMENTED cause) and such termination
shall not be subjected to the grievance or arbitration
process
∗ Its imperative that you document the employees
shortcomings to safeguard yourself and the Hospital
Probationary Termination
14.
15. ∗ Educator
∗ Facilitator
∗ Coach
∗ Counselor
∗ Enforcer
“The achievements of an organization are the direct results of
the combined effort of each individual” Vince Lombardi
Role of Managers/Supervisors
16. Create a learning and patient safety culture to
produce the best possible outcome
Ensure compliance with policies/procedures and
code of conduct to ensure effectiveness of the
systems
Counsel employees around reliable behaviors and
recognize when remedial and disciplinary actions will
get us the results we desire
Supervisors/Manager’s Objectives
18. All your efforts at Educating,
Facilitating, Coaching and Counseling
have failed it now become time enter
the disciplinary process. If there is only
one piece of advice I could give to
everyone here is DOCUMENT IT /DATE
IT Immediately
“if it wasn’t documented and dated, it
didn’t happen”. If you are ever
required to go to court due to a
sensitive termination, documentation
will be your best friend
19. Documentation
∗ If possible, and when
necessary
documentation should
be signed by both
parties, dated, and
stored in the
employee’s personnel
file
20. ∗ Improves employees’ understanding that a performance problem
or the opportunity for improvement exists
∗ Provides a formal method of communication and documentation
∗ Improves employee morale and retention by demonstrating that
there are consequences for poor performance. This can result in
greater departmental efficiency and productivity
The goal of Progressive Discipline is to
improve performance, not to be punitive
Benefits of Progressive Discipline
21. ∗ Constructive and Corrective
∗ Uniform
∗ Fair and Impartial
∗ Consistent
∗ Prompt
∗ Followed-Up
Effective Discipline is…..
22. ∗ Coaching (First Step)
∗ First Written Warning (Second Step)
∗ Final Written Warning (Third Step)
∗ Suspension (depend on the severity of the infraction)
∗ Termination (Final Step)
Progressive Discipline Steps
23. ∗ To rectify misconduct or address marginal
performance in a just and constructive way.
∗ To reduce recurrence
∗ To improve employees performance
∗ To improve customer service.
PROGRESSIVE DISCIPLINE PURPOSE
25. ∗ Based under the St. Francis system ,the previous slide,
and as per the policy, the employee would have been
given a coaching and probably would have not
received anything for the remainder of the year.
Time & Punctuality: (under St.
Francis system)
27. A. Minimum of one (1) year of service with the
organization
B. Minimum 1,250 hours worked within past rolling year
C. Twelve (12) weeks of unpaid leave during any twelve
(12) month period for one or more of the following
reasons.
D. Intermittent leave (employee is able to utilize day/s
while still maintaining active work status)
E. FMLA, is unpaid, but employee may utilize his earned
time accruals for FMLA
FMLA QUALIFYING GUIDELINES
28. ∗ For the birth and care of the newborn child of the
employee
∗ For placement with the employee of a son or
daughter for adoption or foster care
∗ To care for an immediate family member ( spouse,
child or parent) with a serious health condition
∗ To take medical leave when the employee is unable to
work because of serious health condition
LEGALLY OBLIGATED TO INFORM EMPLOYEES OF
FMLA RIGHTS.
FMLA (CONT)
29. ∗ Minor infractions
∗ First time offense
∗ Clearly communicate that it is a coaching, and that we
expect immediate, substantial and sustained improvement,
or the employee will be subject to further disciplinary
actions up to including discharge
∗ Written record of coaching is given to employee, file to
supervisor’s file, not in personnel file in HR
∗ Employee’s signature needed
Coaching
30. Ensure that the employee has union representation
(Weingarten Rights)
In the event that employee refuses representation,
ensure that a waiver is signed
Indicate the problem
Identify the rule and policy
Indicate the most recent occurrence /infraction if it’s time
and punctuality please refer to the policy as it is written
(everything counts regarding absenteeism)
Follow up with necessary action to be taken if necessary
Written Warnings (First and
Final)
31. Allow the employee to feel at ease
Watch your tone (avoid being angry and hostile)
Address the specific problem or violation of a policy,
procedure or code of conduct
Stick to the issue at hand
Do not make personal judgments
Key points to remember……
32. ∗ Cite dates of occurrence
∗ Listen to what the employee has to say
∗ Discuss the impact of the employee behavior on the department
∗ Establish a plan of action
∗ Inform the employee of the consequences of any further
occurrence
∗ Specify a review period to monitor progress and KEEP IT
Key points to remember……
33. ∗ The Hospital does retain the right to administer counseling or
discipline in any manner appropriate.
∗ The policy does not modify the status of employees as at-will or
in any way restrict the Hospitals right to bypass the disciplinary
procedures suggested based on the severity of the situation
Key points to remember……
35. ∗ Suspension pending investigation
∗ Suspension three (3) consecutive shifts (refer to
MHV Staffco Policy) or call Labor Relations
Manager
Suspension
36. ∗ Terminate in-person as much as possible to collect company
properties
∗ In case of job abandonment, mail a letter by regular mail
certified with return receipt. By Fed Ex, with request for
signature – Keep a copy of this letter for your file, send copy to
HR for employee file
∗ Clearly identify misconducts to minimize unemployment
insurance liability
ALL TERMINATION FOR CAUSE, MUST
BE APPROVED BY HUMAN
RESOURCES
Termination
37. ∗ Give specific example/s of current performance under
review
∗ Set reasonable goals within scope of job functions
∗ Measurements with time, monitor periodically (DO
NOT TARGET).
∗ Give updates on progress, weekly or bi weekly
meetings and it should be thorough.
COACHING
38. ∗ Step 1 – Investigation
∗ Step 2 – Is Discipline Appropriate?
∗ Step 3 – What Level of Discipline?
∗ Step 4 – Issuing the Disciplinary Action
Progressive Discipline Process
39. Progressive Discipline Process
∗ Information & Documentation is Key
∗ Voluntary quit:
∗ Signed Resignation
∗ Statement from person that
received the resignation from the
employee
∗ Record of attempts to resolve
claimant issue prior to resignation
∗ Refused Assignment
∗ Misconduct/Attendance:
∗ Detailed account of the final incident
that resulted in termination
∗ Timeline of events leading to
termination
∗ Warnings regarding similar infractions
(written/documented/verbal)
∗ Signed acknowledgement of company
policy relative to terminating
infraction
40. ∗ Select an appropriate time & place to meet with the
employee/Delegate and management witness
∗ Present the disciplinary action in a calm manner
∗ Refrain from issuing the discipline if the employee provides
additional relevant information that was not provided during
the investigation. You may need to do further investigation
∗ Document the discussion for your records (please be succinct
and thorough when writing your discipline, what did he/she fail
to do? What was the policy violated? (if there was a policy
violated, cite it) I want to see it in the discipline.
∗ If it is a clinical issue, please cite the infraction and the
corrective way of handling it, that also needs to be in the
discipline
Issuing the Discipline: Do…..
41. ∗ Yell or scream
∗ Base disciplinary actions on rumors
∗ Discuss an employee’s performance or conduct issues with
the employee’s co-workers
∗ Discipline employees in the presence of others
(co-worker)
∗ Discipline employees in the heat of the moment
Issuing The Discipline: Don’t…..
42. ∗ Signed and dated original to Human Resources
∗ Copy of disciplinary warning notice to remain in department file
∗ Employee receives a copy of disciplinary warning notice even if
she or he did not sign it
∗ This applies to written warnings, suspension and terminations
Disciplinary Warning Notice
Distribution
43. Management should never administer discipline or any
other adverse employment action without first
conducting a thorough investigation.
Thoroughly review the matter
Assemble pertinent data
Keep a checklist
Don’t be afraid to ask your employees for a statement
as to what occurred
Investigations
44. ∗ Make sure statements are signed and dated
∗ Try and obtain statements within 48 hours of
occurrence
∗ It is involves patients, ask for statements from staff
(Notify Risk Management and your supervisor)
∗ Do not interview your staff without Union
representation (if they are not proceed with the
interview process)
Investigations
45. ∗ Once you have completed your investigation Send
your findings to HR for review
∗ HR may ask for follow-up or conduct investigation
ourselves
HR Review
47. Who can file a grievance?
∗ An individual employee
∗ A group of employees
∗ The Union
48. ∗ A grievance is defined as a complaint by a unionized
employee who feels that their rights have been violated
contractually with respects to a disciplinary action,
suspension, demotion and/or dismissal
∗ A non union employee has the same right as a non union
employee with the exception that this employee is not
covered by the CBA
What’s a Grievance
49. ∗ Step One – Grievance is presented to immediate supervisor
in writing
∗ Step Two – Department Director or designee
∗ Step Three – Labor Relations Manager or designee
∗ Step Four – Arbitration (Unionized employees only)
Steps in the grievance process
Note: grievances concerning suspensions and terminations
begin at the 3rd step.
50. ∗ Can file independently through the NLRB (National
Labor Relations Board)
∗ The NLRB is an independent federal agency that
protects the rights of private sector employees to join
together with or without a union to improve their
wages and working conditions.
Regional Office: 26 Federal Plaza
Room 3614
NY, NY 10278
212-264-0300
Steps in the grievance process for
non-unionized employees.