FUNDAMENTALS OF ATTENDANCE CONTROL

1. FUNDAMENTALS OF ATTENDANCE CONTROL

2. FUNDAMENTALS OF ATTENDANCE CONTROL BACK TO THE BASICS

3. FUNDAMENTALS OF ATTENDANCE CONTROL MODULE 1 TYPES OF LEAVE

4. FUNDAMENTALS OF ATTENDANCE CONTROL • SL • AL • LWOP • AWOL • FMLA

5. FUNDAMENTALS OF ATTENDANCE CONTROL • UNION REPRESENTATION • POSTAL POLICIES • LONG TERM LEAVE ISSUES • FAMILY REQUIREMENTS • TOO MUCH WORK • ERMS • LR ASSISTANCE

6. FUNDAMENTALS OF ATTENDANCE CONTROL WHAT CAN I DO?

7. FUNDAMENTALS OF ATTENDANCE CONTROL ESTABLISH AN EXPECTATION

8. ESTABLISH A EXPECTATION • HOW? • FOLLOW POSTAL POLICY • PUT IT IN YOUR OWN WORDS NOT ELM CITES • COMPLY WITH THE CONTRACTS AND LAW • CLEAR WITH YOUR MANAGER • INFORM THE UNION & STEWARD(S) • COMMUNICATE THE EXPECTATION TO YOUR EMPLOYEES

9. FUNDAMENTALS OF ATTENDANCE CONTROL COMMUNICATE THE EXPECTATION

10. COMMUNICATE THE EXPECTATION • COMMUNICATE • STAND UP TALKS TO GROUPS • TALK TO INDIVIDUAL EMPLOYEE • CLEAR AND CONSISTENT POLICY • USE A “BAG OF TRICKS” • FOCUS ON LONG-TERM SOLUTION • NIKE MOTTO “JUST DO IT”

11. FUNDAMENTALS OF ATTENDANCE CONTROL ENFORCE THE EXPECTATION

12. ENFORCE THE EXPECTATION • ENFORCE THE EXPECTATION • HOW? • WHY? • WHEN?

13. ENFORCE THE EXPECTATION • HOW? • COMMUNICATION • CLEAR AND CONSISTENT • VERBAL AT FIRST • FACE TO FACE • IN PRIVATE • GO TO THE NEXT STEP

14. ENFORCE THE EXPECTATION • WHY? • NO ENFORCEMENT = NO EXPECTATION • FAIR TO ALL EMPLOYEES • 65% MOTIVATED/ 9% NON-MOTIVATED/ 26% NOT DECIDED

15. ENFORCE THE EXPECTATION • WHEN? • WHEN EMPLOYEES ENTER YOUR WORK LOCATION NEW EMPLOYEE NEW BID ASSIGNMENT TRANSFER/REASSIGNMENT • UPON RETURN FROM EVERY UNSCHEDULED ABSENCE • ONCE EACH QUARTER

16. FUNDAMENTALS OF ATTENDANCE CONTROL JANICE SMITH IS A CLERK WHO HAS WORKED FOR YOU FOR THREE YEARS. SHE HAS AN ATTENDANCE RECORD WHICH MEETS YOUR STANDARD. YESTERDAY SHE CALLED IN SICK IN CONJUNCTION WITH HER NON SCHEDULED DAY. WHAT WILL YOU DO UPON HER RETURN TO DUTY?

17. FUNDAMENTALS OF ATTENDANCE CONTROL SAM JONES IS A MAILHANDLER WHO RECENTLY BID INTO YOUR WORK LOCATION. HE HAS FOUR YEARS OF SERVICE. YOU HAVE REVIEWED HIS 3972 AND FIND THAT IT DOES NOT MEET YOUR ATTENDANCE STANDARD. WHAT WILL YOU DO?

18. FUNDAMENTALS OF ATTENDANCE CONTROL JANICE SMITH IS A NEWLY HIRED CLERK. SHE HAS REPORTED TO YOU AFTER HER ORIENTATION ON THE THIRD DAY OF HER EMPLOYMENT. WHAT WILL YOU SAY TO HER CONCERNING YOUR ATTENDANCE STANDARD?

19. FUNDAMENTALS OF ATTENDANCE CONTROL SAM JONES IS A MAILHANDLER WHO WAS RECENTLY EXCESSED INTO YOUR WORK LOCATION. HE PREVIOUSLY WAS A DCO AT A REMOTE ENCODING CENTER. WHAT WILL YOU DISCUSS WITH HIM ON HIS FIRST DAY IN YOUR UNIT? WHAT WILL YOU DO BEFORE YOUR DISCUSSION?

20. FUNDAMENTALS OF ATTENDANCE CONTROL MODULE 2 DEFINITIONS

21. FUNDAMENTALS OF ATTENDANCE CONTROL • REGULAR IN ATTENDANCE • WHAT IS IT? • WHAT DOES IT MEAN? • HOW DO I USE IT? • DO I SET THE STANDARD BY EXAMPLE?

22. REGULAR IN ATTENDANCE • COME TO WORK WHEN SCHEDULED • COME TO WORK ON-TIME • BE READY TO START AT CLOCK IN

23. REGULAR IN ATTENDANCE • WHAT DOES IT MEAN? • PERFECT ATTENDANCE • SICK LEAVE IS INSURANCE • BE FAIR

24. REGULAR IN ATTENDANCE • HOW DO I USE IT? • COMMUNICATE THE EXPECTATION • BE FAIR • BE CONSISTENT • NO DISCRIMINATION • ADDRESS EACH INSTANCE BASED ON EMPLOYEE’S RECORD • BE PROFESSIONAL

25. REGULAR IN ATTENDANCE • DO I SET THE STANDARD BY MY EXAMPLE? • EMPLOYEES WATCH WHAT WE DO • EXCEED YOUR STANDARD FOR EMPLOYEES

26. FUNDAMENTALS OF ATTENDANCE CONTROL DISCUSSION VS PRE-DISCIPLINARY INTERVIEW

27. DISCUSSION VS. PDI • DISCUSSIONS AND PRE-DISCIPLINARY INTERVIEWS (PDI) HAVE TWO DISTINCT MEANINGS.

28. DISCUSSIONS DISCUSSIONS ARE HELD FOR MINOR OFFENSES IN ATTEMPT TO CORRECT THE BEHAVIOR. SUCH DISCUSSIONS ARE NOT CONSIDERED DISCIPLINE.

29. DISCUSSIONS THE DISCUSSION IS NOT AN INVESTIGATION AND IS NOT DISCIPLINE BUT RATHER PUTS AN EMPLOYEE ON WARNING CONCERNING THEIR BEHAVIOR.

30. DISCUSSIONS • BE POSITIVE • BE PREPARED • KEEP IT SHORT • COVER ALL ISSUES • GET FEEDBACK FROM EMPLOYEE • TRY FOR EMPLOYEE BUY IN • OFFER ASSISTANCE IF YOU BELIEVE IT IS NECESSARY

31. PRE-DISCIPLINARY INTERVIEW (PDI) • PRE-DISCIPLINARY INTERVIEW (PDI) MUST TAKE PLACE PRIOR TO THE ISSUANCE OF ANY DISCIPLINARY ACTION. • THE PDI IS THE EMPLOYEE’S OPPORTUNITY TO GIVE THEIR SIDE OF THE STORY.

32. PRE-DISCIPLINARY INTERVIEW (PDI) • THE EMPLOYEE MUST BE INFORMED THAT THE PDI MAY LEAD TO DISCIPLINE.

33. PRE-DISCIPLINARY INTERVIEW (PDI) • IF AN EMPLOYEE REQUESTS UNION REPRESENTATION THEIR REQUEST CANNOT BE DENIED.

34. PRE-DISCIPLINARY INTERVIEW (PDI) • IT MUST BE REMEMBERED, HOWEVER, THAT THE RIGHT TO A STEWARD IS THE EMPLOYEE’S RIGHT AND NOT THE UNION’S. THUS, TO BE ACTIVATED, THE EMPLOYEE MUST REQUEST THE PRESENCE OF A UNION REPRESENTATIVE

35. PRE-DISCIPLINARY INTERVIEW (PDI) • THE UNION CANNOT EXERCISE THESE RIGHTS ON THE EMPLOYEE’S BEHALF. ADDITIONALLY, MANAGEMENT IS NOT REQUIRED TO INFORM AN EMPLOYEE OF HIS/HER RIGHTS.

36. PRE-DISCIPLINARY INTERVIEW (PDI) • DURING A PDI, THE EMPLOYEE HAS THE RIGHT TO THE STEWARD’S ASSISTANCE; THE STEWARD IS NOT REQUIRED TO BE A SILENT WITNESS. • LISTEN AND NOTE WHAT EMPLOYEE STATES • AFTER PDI, CONSIDER EMPLOYEE INPUT BEFORE MAKING A DECISION

37. PRE-DISCIPLINARY INTERVIEW (PDI) THE PDI IS A PART OF YOUR INVESTIGATION

38. FUNDAMENTALS OF ATTENDANCE CONTROL EXERCISE NUMBER 1 DISCUSSION

39. FUNDAMENTALS OF ATTENDANCE CONTROL • Janice Smith is a clerk with 7 years of service. Her attendance has been generally good until recently. In the past 6 weeks she has used 8 hours of unscheduled SL on one day. She has used 8 hours EAL. She has been .50 late and .75 late on two separate occasions. You are her supervisor. • What will you do?

40. FUNDAMENTALS OF ATTENDANCE CONTROL • Sam Jones is a mailhandler with 4 years of service. During his quarterly review you discussed his constant tardy behavior, at least one per week. Now 2 weeks later he is again 15 minutes late reporting for work. • What will you do?

41. FUNDAMENTALS OF ATTENDANCE CONTROL MODULE 3 JUST CAUSE

42. JUST CAUSE • ARTICLE 16 OF THE NATIONAL AGREEMENT STATES THAT “NO EMPLOYEE MAY BE DISCIPLINED OR DISCHARGED EXCEPT FOR JUST CAUSE SUCH AS, BUT NOT LIMITED TO,

43. JUST CAUSE INSUBORDINATION, PILFERAGE, INTOXICATION, INCOMPETENCE, FAILURE TO PERFORM WORK AS REQUESTED, VIOLATION OF THE TERMS OF THIS AGREEMENT, OR FAILURE TO OBSERVE SAFETY RULES AND REGULATIONS”.

44. JUST CAUSE • ALTHOUGH CITING SOME EXAMPLES, THE CONTRACT DOES NOT CLEARLY DEFINE JUST CAUSE.

45. JUST CAUSE • TO HELP DETERMINE IF JUST CAUSE EXISTS WE USE THE “TEST OF JUST CAUSE” STANDARD.

46. JUST CAUSE A “NO” ANSWER TO ANY OF THESE QUESTIONS INDICATES THAT THERE WAS NOT PROPER CAUSE FOR THE DISCIPLINARY ACTION TAKEN.

47. JUST CAUSE • IS THERE A EXPECTATION? • IF SO, WAS THE EMPLOYEE AWARE OF THE EXPECTATION? WAS THE EMPLOYEE FOREWARNED OF THE DISCIPLINARY CONSEQUENCE FOR FAILURE TO FOLLOW THE EXPECTATION?

48. JUST CAUSE • IS THE EXPECTATION REASONABLE? • WAS THE EMPLOYER’S EXPECTATION OR MANAGERIAL ORDER REASONABLY RELATED TO THE ORDERLY, EFFICIENT AND SAFE OPERATION OF THE COMPANY’S BUSINESS?

49. JUST CAUSE • WAS A THOROUGH INVESTIGATION COMPLETED? • DID THE EMPLOYER, BEFORE ADMINISTRATING DISCIPLINE, MAKE AN EFFORT TO DISCOVER WHETHER THE EMPLOYEE VIOLATED OR DISOBEYED A EXPECTATION OR ORDER OF MANAGEMENT?

50. JUST CAUSE • WAS THIS INVESTIGATION CONDUCTED FAIRLY AND OBJECTIVELY?