City of Kamloops COACHING GUIDE PWABC Conference – September 2015 Jennifer Howatt, BBA, CHRP Human Resources Advisor

Session Topics What is coaching? What is the City of Kamloops Coaching Guide? When is coaching and discipline appropriate? What are coaching notes and letters of expectation? What roles do the Supervisor, Union Supervisor, Union and Human Resources play?

Group Discussion What does coaching mean to you?

Coaching is… Recognizing employee contributions and helping employees to succeed Making employees aware of their impact on their working environment Providing timely and objective feedback Letting people know they are on the right track Deliberately thanking employees for their hard work

History of the Coaching Guide Identified the need to have a clear process prior to discipline Developed during leadership training conducted by Marathon Communications in 2002 Created jointly between City management and CUPE Local 900 (and later a modified version with IAFF) – Union support Created Safety Coaching Guide specifically for safety issues

Coaching versus Discipline The City of Kamloops differentiates coaching from formal discipline and has had success in correcting work performance issues prior to the formal discipline stage. Corrective coaching is not “grievable.”

Group Discussion What are your experiences with coaching? What are your experiences with discipline? What are your experiences with coaching? What are your experiences with discipline?

Culpable vs. Non-Culpable Behaviours Culpable: behaviours caused by factors within the employee’s control. Non-Culpable: behaviours caused by factors beyond the employee’s control. What would be examples of culpable and non-culpable behaviours?

When Can I Use Coaching? Coaching and discipline are appropriate for dealing with culpable behaviours. Non-culpable behaviour should be addressed through other approaches. The most difficult cases are those that involve elements of both culpable and non-culpable behaviour.

Key Points for Success  Management buy-in and follow through  Union involvement and support  Communication of process  Documentation  Thorough investigations (employee’s view)  Fair and timely

Legal Framework Define the level of job performance required Communicate the expected standard Provide reasonable supervision and instruction and provide reasonable opportunity to meet the standard Establish an inability on part of the employee to meet the standard Give reasonable warnings that failure to meet the standard could result in adverse consequences

Roles in the Coaching Process The Supervisor, the Union Supervisor, Human Resources, the Union and the Employee all play a role in the coaching process. Human Resources staff cannot use coaching without assistance and follow through. Your role is an important key for successful coaching!

Manager/Supervisor’s Role Apply the principles of the legal framework Advise employee of the meetings and arrange for attendance Facilitate meeting Follow up with employee to ensure expectations are being met Document

Union Supervisor’s Role Understand the principles of the legal framework Advise employee if expectations are not being met; provide support for change Document Advise Supervisor if expectations are still not being met Bring to Supervisor’s attention if behaviour reoccurs

Human Resources Role Represent management and ensure fair process Provide guidance and advice on use of Coaching Guide to all roles Assist with documentation (letters, meeting notes) Liaise with Union File management

Union’s Role Represent employee Monitor for consistency in Coaching Guide application

Coaching Guide Steps Step One – informal, may be repeated Step Two – formal, Union & HR present, note Step Three – formal, Union & HR present, LOE Steps can be repeated or skipped depending on time in between and severity of incidents. Progressive discipline may follow Step Three.

Coaching Guide: Step One - Awareness Making an employee aware you are aware can often be the only step you need to take

Coaching Guide: Step One Informal conversation with employee Can be done by Union Supervisor or Manager Identify problem and lay out expectations Document facts of conversation (reason, date, employee response) for Supervisor’s file only Step One may be repeated more than once depending on circumstance

When an Incident Occurs… (Beyond Step One) Supervisor to advise the employee that there will be a meeting to discuss the matter, with a union rep present Do not get into discussion about the incident with the employee before the meeting Do not tell the employee what Step of the Guide will be used or what discipline will be given

Using the Coaching Guide: Investigative Meeting  Supervisor describes the concern (use of data, facts)  Get the employee’s view and explain management’s view  Allow for Union input  Set a follow-up meeting

Coaching Guide: Step Two More formal meeting with Supervisor, employee and Union rep (HR may or may not be present) Supervisor provides information on previous Step One conversations and lays out expectations Document meeting (date, who present, etc.) Allow for employee/Union time Follow up with “coaching note” (optional) - positive tone

Coaching Guide: Step Three Repeat Step Two process but with Human Resources present Follow up with Letter of Expectations (goes on employee’s file but is non-disciplinary) – positive tone Monitor progress

Progressive Discipline The goal of coaching is to change the employee’s behaviour so that discipline is not necessary. Verbal warning Written warning Suspension (can be increased for each incident) Termination

Group Exercise: Coaching Scenarios Your employee has arrived late for work several times and her Union Supervisor has brought it to your attention after trying to resolve it himself Your employee is writing inappropriate comments about his co-workers in a maintenance logbook An employee is vocally critical of a decision made by management, within earshot of members of the public Your employee has arrived late for work several times and her Union Supervisor has brought it to your attention after trying to resolve it himself Your employee is writing inappropriate comments about his co-workers in a maintenance logbook An employee is vocally critical of a decision made by management, within earshot of members of the public

Conclusion The Coaching Guide is a proven effective tool in helping employees change behaviour Understand the legal framework for coaching Know your role & responsibilities in coaching Differentiate between culpable and non-culpable behaviours Investigate and then determine action - the key is to seek to understand

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