Havre Job Service Employers'
Committee Employer Resource Guide
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Havre Job Service Employers'
Committee Employer Resource Guide
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Documenting Progressive DisciplineProgressive discipline is the process of providing “progressively more severe actions by an employer that take into consideration the history of the employee and the severity of the offense”. WHO CONTROLS? Ö Manager Ö Supervisor GOALS: What do you hope to accomplish? ü How serious is the problem? ü To correct or to punish MAKE A PLAN ü Define the purpose of your discussion ü Investigate the alleged act - Interview witnesses - Physical, documentary or medical evidence should be reviewed INFORM THE EMPLOYEE OF THE REASON FOR THE DISCUSSION ü INFORMAL - Comments: Discussed John’s extending both the morning and afternoon break from fifteen minutes to one-half hour. Explained the rule and importance of keeping to fifteen minutes. John said he did not realize this was happening as he doesn’t have a watch, but will be more careful in the future. ü FORMAL - As we discussed this morning, in the eight months that you have been with us, you have been late on 18 separate occasions, ranging from 10 minutes to 45 minutes. We have spoken about this problem three times in the past six months, and your performance has failed to improve. - Since our last conversation four weeks ago, you have been late five times, including the occasion when you were 35 minutes late. - As I pointed out, your lateness creates problems for our department since others must cover for you. In addition, when you do arrive, others must bring you up-to-date about what they have done, thereby increasing the amount of time they lose from their own work. - You indicated that you would either join a new car pool or take an earlier bus in your effort to solve the problem. I trust that you will be able to follow through on these suggestions since except for tardiness you are a good employee. - This memo should be considered a written warning about this matter. If the problem does not improve so that you are not late during the next month, you will be subject to further disciplinary action up to and including termination. We will meet one month from today to review your record. DOCUMENTATION WRITE IT DOWN Ö Must be addressed to employee, signed by supervisor/manager, dated and a copy made for employee. Ö Provide blank for employee to sign ACKNOWLEDGING THAT LETTER HAS BEEN RECEIVED, not necessarily agreed with. Ö Request signature. Ö If refused, ask another individual to enter the room and witness that the employee refused to sign. FORMAL DOCUMENTATION 1. Use Written Warnings up through Terminations Include: · Date and time of Incident · Detailed description of the problem (Don’t generalize) · Implications – Why is the problem important to the company? Should show that behavior has serious consequences to company. · Prior Record – Does employee have a record of similar behavior in the past? · Prior communications. Indicate prior discussions or written communications to the employee. · Improvements (or lack thereof) noted since previous communications. Note: If there are multiple but related problems, give credit for improvements made. · Expected Solutions. Be specific as to your expectations of change. Don’t discuss attitude or initiative or other “traits”, instead describe expected solutions in terms of observable behaviors. · Actions. If you are taking an action, clearly say so. For example: “You are suspended without pay for a period of five working days”. If suspending someone, specify the date and time they are expected to call in or return to work. · Consequences. Inform the employee of the consequences of not conforming to the expected solution outlined above. 2. Sample Language: “Appropriate disciplinary action up to and including discharge from employment” 3. Follow-up: If you have established a follow-up date when you will review the employee’s record, include that information in the memo. If you have agreed to give three weeks to see improvement, do not take further action on this problem until that period has elapsed. 4. Acknowledgement – an indication that the employee has seen and received a copy or that it was mailed to the employee. 5. Ask the employee for an explanation. 6. Remember that “at will” employment no longer exists in Montana. PREPARE ü Set up the room— - Make every attempt to assure room setup is non-confrontational - If the employer chooses to have another person (supervisor, manager, human resource person) present, the employee must be given adequate time to get his/her own witness to the meeting. - If presenting documentary evidence, make sure there are copies available for everyone in attendance FOLLOW THROUGH Ö If a time period has been specified, be sure YOU follow up at the agreed upon time. Ö If an improvement is noticed, you don’t have to wit. Complements on increased or upgraded work /ethic/practices will do wonders. Do not terminate until all steps are taken unless offense is extremely serious – i.e., be sure of “Good Cause” Suspension Ö With pay Ö Without pay SUMMARY Ö Losing an employee costs money and time. Ö Proper training, orientation and follow-up can make all the difference in the world. Ö Cover your bases as completely as possible. Ö Remember that anyone can sue anyone at any time. Ö Document Ö Document Ö Document Ö Document
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