Competitive Food & Beverage Sales in Schools 2015-2016

Progressive discipline

Food Services Annual Orientation,Food Services divisionAugust 11, 2015

PLACECARD1Progressive discipline

Food Services Annual Orientation,Food Services divisionAugust 11, 2015

TELL: Thank you for joining us for the progressive discipline training. It is vital that you understand the importance of providing your staff with clear expectation and guideline prior to carrying out any of the steps that will be provided to you during this training. The goal for this training is to assist you with effectively managing your employees performance.

Before we begin, please complete the pre-quiz located in your binder. Answer the questions to the best of your ability. We will review the pre-quiz answers together before beginning this presentation. There will be a quiz at the completion of this training to assess what you have learned.2What were going to cover

What is Progressive Discipline

Steps to Progressive Discipline

Different Forms that are used

Incident Log / Documentation

Review the Progressive Discipline Flow Chart

Review Case Scenarios

Progressive discipline, when administered effectively, will improve unsatisfactory behavior. In order to satisfy this objective it is important that you clearly understand the definition and steps that are taken to carry out progressive discipline. This training will provide an overview of the various forms such as incidents logs and conference memos in which you will be required to compose and issue. We will also review the FSD progressive discipline flow chart that will provide you guidance on how to address specific issues of concerns. At this end of this presentation, you will be tasked with case scenarios to test how well you understood the information this is presented 3MENTORING AND COACHING

Most employees, when fairly approached, want to improve their job performance.

Training is the keyEncourage going to different classes

Approval, acceptance and recognition are better employee motivators than the threat of disciplinary action

Give praiseDont forget to say Thank You

Understanding the principles of Progressive Discipline is the cornerstone of successful personnel management. Supervisors must attain a working knowledge of these principles to be able to effectively manage their staff on the day to day operations.However, it is important to note that studies show that most employees, when fairly approached want to improve their job performance. Train your employees. Encourage them to participate in different classes.Approval, acceptance and recognition are better employee motivators than the threat of disciplinary action. Do not withhold praise when due, specifically after an employee has finished a task accurately and effectively. Saying thank you goes a long way in showing how much you appreciate the contributions of your employees.

4Progressive discipline

The purpose of progressive discipline is to improve performance

Should attempt to modify behavior, rather than penalize an employee

Employees must be informed of standards required

Discipline must be progressive

Starts with verbal warnings and progresses to written documentation

Although mentoring and coaching are essential tools to the development of employees, there comes a point however, when discipline is necessary. The purpose of progressive discipline is to improve work performance. A supervisors goal should be, to attempt to modify improper behavior rather than penalize an employee. Employees should be informed of work standards required and warned of offenses prior to the imposition of discipline. When discipline is required, the discipline should be progressive. It should move from verbal warnings to written documentation.

5Steps to progressive discipline

Set expectations at the beginning of each school year

Review the Food Services Divisions Employee Handbook

Explain each section, discuss with employees to assure understandingObtain signed cover sheet and return to HR UnitRemind employees of the guidelines when necessary

Newly Hired/Promoted/Transferred Employee Orientation ChecklistReview all items

Setting clear expectations and guidelines is the most important step in carrying out progressive discipline. Failing to set clear and reasonable objectives for your staff will yield issues of concerns that you will have to address. At the beginning of each school, you are required to review the FSD employee handbook. Please ensure that you schedule sufficient time to explain each section. Do not skim through the employee handbook quickly for it is important that each employees understand all guidelines and procedures. Allow time for your employees to ask questions. You may also use this time to question your staff to ensure that they understand the information that is being reviewed. Obtain signatures from all employees indicating that they have reviewed the material at the end of the overview and provide them with a copy. If issues of concerns surface during the school, please conduct another overview of the employee handbook with the employee for reinforcement. Please keep in mind that this review should be carried out for all newly hired, promoted, and transferred employees as well.

6Steps to progressive discipline cont.

Informal Counseling / Training

Incident Logs informs the employee of the correct way to perform job assignments and is a training tool only

Conference Memos identifies what the employee knows or should know, offers assistance, and states consequence if not followed

Letter of Reprimand informs employee of requirements for improvement

Notice of Unsatisfactory Service (NOUS) No action (written warning)

This slide provides information pertaining to various forms that are used when carrying out progressive discipline. As a FSM, you will be responsible for composing incidents logs, conference memos, and/or letter of reprimands. If you have a SFSW, you may assign them to assist you with composing and issuing incident logs. As listed, you will see that incident logs are for training purposes only. So heres the question of the dayHow many of you have issued incident log after incident log after incident? Be Honest if this sounds like you.Please do not continue to carry out this type of action. You must progress to the next step. After you have provided an employee with sufficient amount training, you may want to consider issuing a conference memo. By progressively addressing issues of concerns, you will find that it would be easier for you to conduct an effective performance evaluation at the end of the school year. 7Steps to progressive discipline cont. what is disciplinary action?

Disciplinary Action Means:

Any formal disciplinary action that affects an employees pay or status and requires Board Action

Suspension could be anywhere from 1 30 calendar days and there may be more than one occurrence of suspension

Demotion to a lower classification

Dismissal from service

Now, what does Disciplinary Action mean? Disciplinary Action as defined in Personnel Commission Rule 901 is: the suspension, involuntary demotion, or dismissal of an employee for cause. This affects an employees pay or status and requires Board Action. Suspension entails an employee, being removed from the job, usually for a period of not more than thirty days without pay.Involuntary demotion is the reduction of an employee from a higher class to a lower class or salary increment for cause as disciplinary measure.Dismissal or discharge from service is the separation from service for cause.8Documenting poor behavior

Start documenting at the very first discussion

At no time should the misbehavior of an employee be ignored

Once you have an unsatisfactory employee, it is YOUR PROBLEM

Union Representatives will ask the Supervisor:

What steps have you taken to help the employee improve?

How should poor behavior be documented?Documentation should start with the very first discussion. At no time should the misbehavior of an employee be ignored. As the old saying goes once you have an unsatisfactory employee and you did not document the behavior or taken the first informal steps to improve the inappropriate behavior, that employee is YOUR PROBLEM! Food Services Division has a policy that problem employees are not transferred from school to school to other unsuspecting managers. When faced with disciplinary action against employees, the Unions are the first to request to see what documentation is provided to show that informal steps have been taken to assist the employee to improve.

9Incident logs

Why use Incident Logs?

Documentation of problems occurring in your cafeteria

Record of informal and/or verbal counseling

Logged and is issued to the employee citing each counseling

Documents your concerns about an employees performance

The Incident log is not a disciplinary document but a training document

With no evidence of counseling, it is difficult to impose discipline

As highlighted earlier, incidents logs are issued to document training. They do not carry any purpose in disciplinary action other than to convey that training has been provided to an employee. The FSD is an systematic operation division that requires an extensive amount of knowledge of health and safety sensitive practices and procedures. Therefore, it is vital that all employees are trained properly. Incident logs were implemented as a remedy to ensure that we satisfy this goal. When completing incident logs, please ensure that list specific detailed information that identifies the issue of concern and the assistance and guidance in which you provided to assist the employee on improving the behavior.

10Effective documentationcompleting the incident log

Identify the 4 Ws and How

When specific date 10/13/07 at 10:30 am

Where in the Faculty Lounge

Who must provide full name of employees and anyone else involved (student, coworkers, etc.)

What describe what happened Objectively (behaviors), not subjectively (attitudes)

How what impact did behavior have on cafeteria operations

When completing an incident log it is important that you ask yourself When, Where, Who, What, and How. By doing so, this will assist you with listing all necessary information But the key to composing an effective incident log is to make sure that all information is objective instead of subjective. For example, if an employee, who has used profanity. You need to write the exact word in which the employee stated. Do not abbreviate or write what you feel the employee meant. When composing an incident log, please review all information. Upon your review, it is best that you ask yourself Does this summary convey what I feel or does it clearly indicate the actual behavior in which the employee displayed and/or carried out. So remember, incident logs or any forms in which you are composing to carry out progressive discipline should be objective. 11Documentation is essential

Poor Documentation

Documentation must be specific

Employee needs to take better care of herself

Employee not a team player

Employee cusses

Employee doesnt follow directions

Employee causes confusion

Clear Documentation is an essential part in the whole process. Remember, documentation must always be specific. Generalizations such as: Employee needs to take better care of herself or Employee is not a team player must be avoided at all times when writing the behavior that needs to be addressed. These statements give no indication of what the behavior is, that the manager is trying to change. Therefore, it is very important that specific behavior is clearly identified.12Effective Documentation

Bad Maria does not follow directions

Good On 10/08/12 at 10:00 am, I told Maria to pan 150 burritos for lunchtime. At 11:00 am, I walked over and found she had not panned a single burrito. Lunch is supposed to be served at 11:15 am. This made a hardship on staff as we had to prepare other food to serve the children in 15 minutes.

Bad Melissa Smith got mad and yelled at Sonia Hernandez

Good Melissa Smith came within two inches of Sonia Hernandezs face, pointed her finger towards Sonias eye and yelled, Im tired of your silly ass.

View your documentation as a brief summary of a problem or event that occurred at the work place. Be aware that various individuals may read your documentation (such as: your supervisor, HR representatives, union representatives or any appeal hearing officer). These individuals are not familiar with the persons involved, the dynamics of your work location or other relevant background information. Therefore, it is critical that you write in a clear, logical manner. Ensure that your handwriting is legible.

On the two examples on this particular slide, notice the difference between poor and good documentation. The manager must consider these three things, to effectively document the incident: First, described in detail what happened. Second, state the actual words used. Third, do not change the words due to courtesy.13SAMPLE INCIDENT LOGS

Here is a sample incident log. Notice that the name, date, location, employee#, previous counseling date, and type of incident were all marked. The manager wrote that on: 04/10/2013, Sue Smith wore gel nail polish. She cannot work while wearing nail polish. The incident log also shows that the infraction of The employee not wearing appropriate attire to work was also marked. Notated was the Employee Handbook Section IX: Sanitation and Personal Hygiene.14SAMPLE INCIDENT LOGS CONT

Always remember: No signature, No Witness, No DisciplineThe EE signature only acknowledges receipt of document; it does not mean that the EE agrees with statement. The EE is entitled to a rebuttal to the document within five days of receipt.

If an EE refuses to sign: the Manager must obtain someone elses signature on a Supervisory level. That is: the AFSS, Assistant Principal or Principal. If none is available, a Sr. Food Service Worker may sign as a witness that the EE received a copy. Do not forget to also write EE refused to sign on the Employees Signature.

15SAMPLE INCIDENT LOGS CONT.

Here is another sample of an incident log. Please ensure that you complete all fields and select the corresponding type of incident by placing a check mark or x in the corresponding box. If the type of incident is not listed, please use the other field to write in the type of incident. You can find templates of various incident logs on the Food Services website in the human resources section.

16SAMPLE INCIDENT LOGS CONT.

It is imperative that you and the employee sign and date the form. It is just as important for you to provide and attach supporting policies and/or procedures that initiated the reason for you are issue the incident log to the employee. For example, if you are issuing an incident log for attendance. You should locate and print the attendance section within the employee handbook, attach it to the document, when issuing the incident log to the employee. 17Disciplinary chart column descriptions

CausesPersonnel Commission rule that has been violated. A brief description defining the rule is included

DocumentWhat type of document must be used in either providing mentoring/coaching or discipline

ActionDescribes the action plan for correction

Training by WhomIdentifies who must provide training, mentoring, counseling

Disciplinary Action by WhomIdentifies individual(s) responsible for performing corrective action

Please look at the H/R Disciplinary Actions Flow Chart. You will notice that there are 5 columns across the top of the chart. These are Causes, Document, Action, Action by whom, and Disciplinary action by whom. The column that has the causes highlighted in gray are the actual rules from Personnel Commission that are being violated. There is a brief description of the rule for your reference. Below the PC Rule, are the levels and number of occurrences that outline what should occur and who should perform the appropriate actions.

18Sample chart902A 4. dereliction / inattention to duty

Level 1 Fails to meet minimum expectations for work performanceDocumentActionTrainingDisciplinary Action1st OccurrenceIncident Log/ Training LogVerbal correction by SFSM/SRFSW - refer to training documents/rules/procedures for mgrs schedule record keeping class/FSDC/Application training SFSM/SRFSWN/A2nd OccurrenceConference Memorandum / NOUS No ActionSFSW or SFSM or AFSS HR Rep3rd OccurrenceNOUS with action (suspension/dismissal)Pre-disciplinary meeting with AFSS/HR Rep/Admin ReviewCM/AFSSHR Rep

The first sample we would like you to refer to is Dereliction/inattention to Duty Level 1.Dereliction of Duty is when an employee refuses to work initially but performs assignment later or states he/she will perform task but still fails to do the workReview slide (Examples are:)) - Employee is assigned to wash dishes and fails to complete the assignment . - Employee is assigned to put away a delivery and is instead found talking on her cell phone outside.

19Case scenarios Identify what 902a cause and what level (1 or 2 )

Employee states, Im not washing those dishes B!%ch

Employee yells at another employee and asks her, Lets take it outside

Employee stole case of chicken wings

So lets test your understanding of what you have learned during this presentation. You will need to refer to your disciplinary flow chart to assist you with identifying the corresponding 902A Cause and whether its level 1 or 2 for each case scenario. I will assist you with number 1, so lets here, the employee states Im not washing those dishes bitch. If you notice on page 2 of your disciplinary flow chart, you will see 902A cause number 3 which is insubordination. Im not washing those dishes bitch can be considered as insubordination and it is a general work performance failure. Therefore, the behavior is considered to be level 1 There are times when the behavior in which an employee displays will fall under several causes. Number 1 can also be considered to fall under the cause 902A 5 which is rude, discourteous, and threatening behavior. Now you will have three (3) minutes to identify the answers for number 2 and 3.

20Case scenarios Identify what 902a cause and what level (1 or 2 )

Employee states, Im not washing those dishes B!%ch

Employee yells at another employee and asks her, Lets take it outside

Employee stole case of chicken wings

The answers for number 2 is 2. Rude, discourteous, and/or threatening treatment 902A 5 section C. level 2 and the answer for number 3 is 3. Work Related Dishonesty 902A 7 Section C Level 2 Great Job is you got them both correct

21WHAT WE COVERED

What is Progressive Discipline

Steps to Progressive Discipline

Different Forms that are used

Incident Log / Documentation

Review the Progressive Discipline Flow ChartDifference between Level 1 and Level 2

Understand what to do/who to contact by using the Progressive Discipline Flow Chart

Now that we are concluding the presentation, you should be able to clearly explain progressive discipline along with the steps and forms that are necessary when addressing employees. The disciplinary flow chart will be the most useful to so please ensure that you review it in its entirety and refer to the chart as necessary throughout the school year. As questions and/or concerns surface, please be sure to contact your immediate supervisor first. The FSD HR team is also available to assist you and your immediate supervisor with carrying out progressive discipline. This concludes this training. We like to thank you for your time and attention and may you enjoy the rest of your training day.

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