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A Leaders Guide to Progressive Discipline. Take me to your Leader. Presentation Goals. Basic Elements of Progressive Discipline Creating a Paper Trail Setting Standards – What to Consider Communication – Where to Start – What it is and What it isn’t Non-Verbal Message
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A Leaders Guide to Progressive Discipline Take me to your Leader 2010
Presentation Goals • Basic Elements of Progressive Discipline • Creating a Paper Trail • Setting Standards – What to Consider • Communication – • Where to Start – What it is and What it isn’t • Non-Verbal Message • Setting Expectations and What to Watch For • Conducting Investigations • Union Rights
Basic Elements of Progressive Discipline These Steps are Guidelines. Steps may be taken in sequence or out of order depending on the gravity of the issue. • Informal feedback (can be frequent/verbal) • Letter of counsel (written) • Letter of reprimand (written) • Suspension (requires collaboration w/ER) • Dismissal (requires collaboration w/ER) While a Lead may provide feedback and assistance, only a HEERA Manager can deliver discipline.
Create the Paper Trail • Supervisors are encouraged to document both Formal and Informal discussions with their employees • Include details such as: date of meeting and who was present, date of events, subject, state the issue &/or behavior, performance, possible policy violation, or safety concerns. • If known, state an action plan or next steps, if any.
What to Consider: • Are employees working up to your standards? • Do employees “know” what the standards are? Have you communicated it to them? • Do You Recognize Employees in Public – Counsel in Private? • Focus on the situation, issue, or behavior, and not the person • Do they struggle or are challenged by the assigned tasks and work? • Are they ineffective or inefficient? Have you asked? • Do you hear complaints such as being “overworked, nobody cares, I don’t get paid to do that, that’s not my job or area?” • Are changes in personnel causing unease? • Experiencing low to poor team interaction or connection?
What Documenting Performance Looks like… • Describe the job in terms of its major outcomes and how It fits into the larger picture. • Agree on measurable performance criteria. • Mutually identify necessary skills, resources, and guidelines. • Determine priorities; set goals and expectations. • Review and check for understanding and commitment. • Set dates for progress reviews. • Close by reaffirming your recognition and continuing support.
Communication WHERE TO START: • What do you want? • The Big Picture –Where are you going? • What is your vision, mission or direction? • Communicate your expectations and vision • Coach, empower and encourage participation • Create an inclusive environment • Establish open individual and group communication WHAT IT ISN’T: • Top Down communication • Delegating all communications • Using only one management style (Passive, Aggressive, Collaborative, Directive) • Making decisions without soliciting feedback and Input • Soliciting feedback, but then ignoring input
Communications– The Non-Verbal Message All Communication is a two-way process. Communication is multidimensional, which mean both verbal and nonverbal techniques Nonverbal – includes facial/eye expressions, posture/body movements and actions. Sometimes, its not what you say, but how you say it. Positive Non-Verbal Smile, eye contact, face the person directly, nod up and down in acknowledgement or understanding, relax your posture, uncross your arms and legs. Negative Non-Verbal Rolling your eyes, sighs, frowns, squirming, doodling, frowning, clenched hands, tight lips, crossed arms and legs, avoiding eye contact.
Set Expectations • Set short-term wins • Develop a feedback process • Have on-the-spot discussions • Establish challenging, yet achievable benchmarks for success • Make a habit of regularly reviewing progress formally and informally - no surprises!
Take Prompt Action • Identify both positive/negative areas of performance, to bring balance to your overview. • Recognize the good areas so that these can be maintained, and then bring attention to the areas of opportunity so that special focus can be given • Recognize and encourage your good performers so that they do not succumb to poor examples • Identify and begin to address problem behaviors • Provide feedback immediately, or soon after • Take progressive, and eventually formal action as needed.
Conducting Investigations • Respond quickly - An investigation begins when something occurs, is reported, or a when complaint is filed (it can be written or verbal) • Verify the facts, not rumors. • Does it take a long time? Not always, but it might. If needed, you need to make the time. • Review available data and determine if you have enough facts to evaluate the matter. • Consult with Human Resources for assistance • Weingarten meeting – Employee is entitled to union representation if the outcome may result in discipline • If the employee requests a Union Rep at anytime, they may make arrangements for that person. • Understand charges, identify specific behaviors or non-performance.
Union Rights • Most staff CSU employees are covered by a collective bargaining agreement, therefore contract language regarding working conditions, corrective actions, and disciplinary actions will apply. • Contact HR or become familiar with some of the most common articles impacting your staff. This will make you more effective. • Following contractual processes takes time • Weingarten meeting – An employee is entitled to a union rep. upon request if they believe the outcome may result in disciplinary action. • An employee may request a Union Rep at anytime, but they are to make their own arrangements. • Consult with Human Resources for assistance.
Resources • Human Resources is available at any stage to assist you and identify your options, before you put anything in writing • Consider that there may be contractual obligations in any next steps that you take • Consider: What you really want to achieve? • Come prepared with supporting documentation • HR may suggest edits or changes to comply with campus practice, contract language, etc. • Most importantly, don’t be afraid to get assistance!