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Employee Disciplinary Write Up Form

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									Disciplinary Action

   Material for this presentation has been taken
   from: Managing Recreation , Parks, and
   Leisure Services, 2001, by Edginton, Hudson &

    4 basic areas for disciplinary action:
        Unsatisfactory performance
         Unsatisfactory attendance
        Unsatisfactory safety practices
         Unsatisfactory attitude or
Possible Causes

  Incompatibility between….
  Overqualified
  May not fit into….
  Dissatisfied
  Disagreement with company policies or
Guidelines for Disciplinary Programs

    Rule – Policies – Procedures
      Are they necessary
      Are they reasonable

      Are they enforceable or outside
      Are they communicated to employees

      Are supervisors consistent with
      Are they flexible in certain circumstances
Guidelines for Disciplinary Programs

  Develop a timely due process
  Take immediately action and discuss
   with the employee
  Gather factual proof related to the
  Administer appropriate penalties and
  Provide opportunities to change be pro-
   active in dealing with the situation
Corrective Actions
    Employees may be terminated if actions
     are illegal or beyond the boundaries of
     ethical conduct.

    Some offenses may result in reduction of
     pay, demotion, and dismissal.
Corrective Actions

     Most inappropriate actions are not too
      severe and the following actions are
      normally followed:
     1. Informal counseling
     2. Oral warning
     3. Written warning
Notice of Oral Warning

    Develop a written form to document that
     an employee has been warned verbally
     about unsatisfactory work or conduct

    Make a copy for the employee and for
     the employee’s work file
Notice of Oral Warning Form

    Verbal warning should also include
     written documentation:
      Employee information

      Reason for warning

      Remarks

      Written acknowledgement of
      Supervisor signature
Notice of Oral Warning Form

    Employee information
      Name,    date of incident, date warning
       was given
      Job title, agency department
Notice of Oral Warning Form

  Reason   for warning
    Unsatisfactory performance
    Unsatisfactory attendance

    Unsatisfactory safety practices

    Unsatisfactory attitude or conduct
Notice of Oral Warning Form

  Remarks
    Write any information that should
     be documented about the
    This information should be directly
     related to the nature of the
Notice of Oral Warning Form

    Written acknowledgement of consequences
     could include:
        Use a standard statement something like …
        I have met with the employee, who was
         given a copy of this notice and told that the
         original would be placed in the personnel
         file. I have informed the employee about
         consequences of failure to correct this
Notice of Oral Warning Form

  Supervisor   signature

    Sign the form and write the date
    the form was completed and given
    to the employee
Disciplinary Checklist

  Some agencies have a supervisor check
   list that is used prior to taking disciplinary
  This provides documentation about the
   process followed and the communication
   between the supervisor and the
Disciplinary Checklist

    This form should include things like:
      Employee name
      Incidents, behavior and/or conduct
      Details and dates about the type of
       warnings that were given to the
      Follow-up actions
      Other important information
6 Step Intervention Model
  STEP 1   Identify & define performance problem

  STEP 2   Explain the impact of the problem

  STEP 3   Analyze reasons for the problem

  STEP 4   Define expected performance standard

  STEP 5   Explore idea for a solution

  STEP 6   Write an improvement plan
Identify & Define Performance Problem

    What is the issue?

    What are examples of the behavior?

    Identify types of problems …
Explain the Impact of the Problem

     Tell the employee the impact of the

     Discuss who is
       impacted by his/her
Analyze Reasons for the Problem
  Possible reasons why employees do not
  perform well could be:
     They do not know how or what they should do
     They think they are doing just fine
     They think their way is better than your way
     There is no negative consequence for poor
     They have obstacles limiting their performance
     They think something else is more important
Define the Expected Performance Standard

   Define the level of performance
   State expectations in clear and
    measurable terms
   Never assume the employee knows
    what is expected
   Provide examples if necessary
Explore Ideas for a Solution
    We know: the problem, the level of
     performance desired. Next task:

    Brainstorm together

    Discuss all the options
Write the Improvement Plan

    Develop an improvement plan. It should
     be . . .

     A   roadmap….

      Aimed   at……
Written Improvement Plan

   1. Specific area (s) for improvement
   2. Specific tasks, behaviors or actions
   3. What will happen if improvement
      objectives are met
   4. What will happen if improvement
    objectives are not met
   5. When improvement plan will be reviewed
Example Improvement Plan
    Improve programming skills within the
     youth sports department
        Schedule programs in the facility from 9:00
         a.m. to 9:00 p.m. throughout the fall

        Schedule a programming training session
         for all staff, including yourself

        Timelines & activity lists should be
         prepared for all activities
Example Improvement Plan
    Improve programming skills within the youth
     sports department
       If these objectives are achieved…

        If goals are not achieved and programs do
         not improve….

        This performance plan will be reviewed….

    What if the employee fails to improve?

    What if you have done all you can to
Firing Employees

    Terms:
      Termination

      Release from duties

      Permanent lay-off

    Courts like direct terms…
      Firing or termination of employment
Types of Employees
  Contractual
     Have a contract outlining firing procedures
     Contract tells employees when they may
  At-will employees
     Either employee or employer may terminate
      the relationship at any time, without notice
      or cause
  Professional (full-time)
     It depends….
You can’t fire based on …..

  Gender, race, national origin, disability
  Jury duty or to testify in court
  Reporting company health or safety
  Reporting abuse of power
  Military leave
Can fire for…..

  Breaking policy
  Consumption of alcohol during work
  Insubordination
  Safety violations
  Excessive tardiness and absences
  Poor quality of work
How to Fire Someone

    Follow agency policies

    Set a meeting with the employee
       Who should be at the meeting?
How to Fire Someone

    Explain why employee is being fired

    Summarize the main reasons

    Recap warnings that have been issued
     and the opportunities given to improve
How to Fire Someone

    Answer any questions employee has

    Give the employee their last check
How to Fire Someone
    Explain severance package

      Unused   vacation, sick, overtime, comp

      Give   some sort of severance pay

        Why?
How to Fire Someone

    Let employee clean their desk or offer to
     mail personal belongings

    If the person doesn’t lose control….

    If they do lose control….
Lawsuits decease when . . .

    There is and explicit discipline policy

    Progressive discipline is used

    Documentation in personnel file provides
     detailed information

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