Fundamentals of Leadership

Progressive Disciplinary Training for Supervisors/Directors

Barb Zilmer HR Consultant

At the end of this session you will:

Understand the Corrective Action/Discipline processes at Company.

Recognize the need to take prompt and appropriate action related to our topic.

Appreciate that ‘best practice’ takes primacy and the need to be consistent.Document – document - document

Objectives of this Training

Definition of Discipline

Preventative Discipline

Corrective or Progressive Discipline

RWHC Progressive (Corrective) Discipline

Step One – Verbal Warning

Formal Process

Seriousness of situation

What’s next

Plan for change

Document

RWHC Progressive (Corrective) Discipline (continued)

Step Two – Written Warning

Formal Notification of Seriousness

Behavior must change or further action taken

Review the plan and revise

Document

RWHC Progressive (Corrective) Discipline (continued)

Step Three – Final (2nd) Written Warning Notice or Suspension

Repeated minor offenses – behavior not corrected.

Major offenses

Time for reflection and decision making

Document

Occur after a warning has been ignored—Just as a burn occurs from ignoring the warning a hot stove gives.

Following the rule, disciplinary action must:

Occur immediately —Just as a hot stove burns immediately.

Be Consistent —Just as a hot stove burns every time.

Be impersonal in that it occurs regardless of who the person is —Just as a hot stove burns any and every person who touches it.

Disciplinary Action TIP (HOT STOVE)

Handling Major Offenses

AttendancePoor Work PerformanceSafety ViolationsLanguageInsubordination

FightingDrinking/Substance AbuseTheftHarassment

ATTENDANCE

Revised attendance policy, effective 7/1/09. Make sure you are familiar with the updated policyReduced to 9 absence occurrences in 12 month period

HR assistant tracking everyday

Supervisors responsibility to discuss corrective action with associate for first 5 occurrences.

Department director and HR Director will perform corrective action for the final two occurrences.

POOR WORK PERFORMANCE

What is it about this persons behavior that has an adverse impact on the work being done?

What are the things I actually see and hear that indicate there is a problem?

What are the things I would have this person do (or stop doing) that would convince me s/he has solved the problem?

ANALYZE THE PROBLEM BEHAVIOR

1. Is addressing the behavior worth the time?

2. Does the associate know his performance is not what it should be?

3. Does the associate know what is supposed to be done and when?

4. Are there obstacles beyond the associate’s control?

5. Does the associate know how to perform the desired behavior correctly?

6. Does a positive consequence follow non-performance?

7. Is the associate capable of performing as expected?

SAFETY VIOLATIONS

Company has established work rules designed to prevent safety violations

They have been communicated to associate through various sources

Company has two committees formed for managing the safety program

Action plans have been put in place when corrections need to be made or violations have taken place.

Safety rules need to be enforced.

LANGUAGE

Use of profanity

Negative, insulting language

Language that can lead to insubordination

INSUBORDINATION

 

“Boldness, without the rules of propriety, becomes insubordination”

Chinese Proverb by Confucius

FIGHTING

Do not discharge on spot

Send both associates home pending investigation

May be grounds for immediate termination

ALCOHOL/SUBSTANCE ABUSE

Do not play the role of amateur physician.

Do not moralize..

Do not search the associate or their possessions.

Do not hold an associate against their will, unless they present a threat to their own safety or the safety of others.

Do not label any associate "alcoholic, drug addict, or disabled ".

THEFT

Was this associate who stole or embezzled company property or funds – beyond a reasonable doubt?

Did the associate intend to steal or be dishonest?

Was the value of the stolen item or amount considerable?

Were there extenuating circumstances?

Was the associate stealing from a resident?

DISCHARGE/TERMINATION

Never discharge on the spur of the moment.

Get all the facts first to make sure your investigation is thorough, complete, and well-documented.

Conduct all associate interviews with care and deliberation.

Investigate promptly -- don't delay.

Do a last recheck to make sure investigation is complete

Pinpoint the basis for discharge

Whenever possible, inform the associate in person

Always use progressive discipline and keep appropriate documentation.

BREAK OUT SESSION:

TopicGroup DiscussionPick a SpokespersonWhat will you do?

In Conclusion

The way to get started is to quit talking and begin doing…Walt Disney

Effective leadership is putting things first. Effective management is discipline, carrying it out… Steven Covey