Clemson University Discipline: Correcting Problem Behaviors Office of Human Resources Presented by: Joy Patton

CU Discipline Policy All employees are expected to comply with University policies and procedures, State and Federal Laws, rules and regulations. Discipline policy provides constructive measures for problematic conduct. Discipline is guided by the severity necessary to achieve desired improvement/outcome. Egregious circumstances may warrant immediate termination. Cumulative verbal and/or written reprimands may warrant termination. Policy does not apply to non-covered employees ( i.e. probationary, temporary, temporary grant, time-limited, etc.)

Types of Discipline Actions Verbal Reprimand Written Reprimand Suspension Termination Other forms of disciplinary actions include: reassignment, demotion, reclassification, and unclassified State title change *Counseling meeting

How do I decide what level of discipline is appropriate? Consider the offense, circumstances surrounding offense, prior disciplinary actions or counseling, and other relevant information. Speak with the employee regarding the offense. Where appropriate speak with witnesses or those with first hand knowledge of the offense. Consult with Employee Relations.

Examples of Problem Behaviors Attendance Insubordination Tardiness Others? Which do you see most often as a supervisor?

Disciplinary Guideline Chart Lists offense with range of disciplinary action. The indicated range of disciplinary actions in response to specific offenses is to be used as a guide and is not intended to be all inclusive. OLY_PROC_MANUAL/view_document.php?id= 118http://workgroups.clemson.edu/FIN5337_HR_P OLY_PROC_MANUAL/view_document.php?id= 118

Counseling/Coaching Counseling can be used as an unofficial step to let employee know there is a problem. Conduct the counseling session in an informal manner. This discussion should be done in private. Have documentation available to serve as a basis for the discussion. Question the employee about the cause of the problem. Where possible help formulate a solution to the problem; otherwise, identify your desired outcome. Clarify the employee's understanding of your expectations. Let the employee know that disciplinary action may follow if the problem is not corrected. Document the meeting and discussion in your files. Schedule follow up with the employee.

Verbal Reprimand Issued by supervisor – documented in memo. Obtain signature of employee. The oral warning should focus on three ideas: 1.A statement about the past, reviewing the employee's history with respect to the problem. 2.A statement about the present, describing the who, what, when, etc. of the current situation. 3.A statement of the future, describing your expectations and the consequences of continued failure. i.e. disciplinary action. Copy to personnel file. Examples where verbal reprimand may be appropriate: discourteous treatment, excessive use of telephone, tardiness

Written Reprimand Copy to personnel file. Obtain signature of employee, possibly witness. The written warning will have three parts: 1.A statement about the past, reviewing the employee's history with respect to the problem. 2.A statement about the present, describing the who, what, when, etc. of the current situation. 3.A statement of the future, describing your expectations and the consequences of continued failure. Examples where written reprimand may be appropriate: unauthorized leave, violation of University policy, failure to report to work

Suspension Issued by Clemson HR. Suspensions are without pay. Typically 1-3 days. Relays the seriousness of this level of discipline.

Termination Immediate termination of employment. Can occur after one serious offense or can be the result of a failure to achieve the desired outcome in after other disciplinary actions. Issued by Clemson HR.

What should I document? Tardiness Complaints Insubordination Constructive Criticism Etc. Kudos Awards Positive performance Etc.

What should documentation regarding “problems” include? Who, what, when Facts - define the problem based on facts, including any past disciplinary problems or documentation. Objectives - define what must be done to correct the problem Solutions - indicate any resources that will be provided to help the employee achieve the desired behavior. Actions - state the consequences of not correcting the behavior and the time limit within which the problem is to be corrected. *These items should also be addressed in meeting.*

How can I manage a difficult behavior(s) or employee? Goal is to confront the issue(s) before if affects the work environment or overall work performance. It is a manager’s/supervisor’s role to set expectations for performance and behavior and to maintain those norms. Problem behaviors often become habitual because that behavior has “worked” for the employee in the past. The manager must make these behaviors ineffective.

Steps to manage a behavioral issue Timely feedback. Problem identification. Devise a plan. Engage the employee in a constructive discussion of problem behaviors. Use “I” statements. Let employee offer solutions. “Leadership presence.” Deal with the behavior, not the person. Try to find out source of issue, summarize back. Documentation of the discussion or issue reprimand. Follow-up with the employee.

Meeting Outline Purpose of the meeting. Describe the behavior…And listen to the reaction. Agree on a resolution. Document the discussion.

Meeting Response Possible Employee Reaction: Straight denial “I didn’t do it.” Diversion to others “Jill does it all the time and never gets in trouble.” Avoids responsibility “I didn’t know.” Accepts responsibility “I did it.” SHRM, “We need to talk” by D. Crawford Manager Response: “I saw you come in late. The purpose of this meeting is to make you aware that it is unacceptable.” “We are not here to talk about others’ behaviors. We need to talk about your behavior and what needs to change.” “You were informed on ____. I expect you to follow the rules.” “Thanks for being honest with me.”

Class Exercise: “We need to talk,” by Douglas Crawford SHRM.org, 2009

“We need to talk” In your scenario, what was the challenge facing you? What was your strategy? Counseling, verbal, written, etc.? What worked and what didn’t work? What was heard/solutions?

Employee Assistance Program Issues outside of work can affect behavior and performance. EAP is a resource to address these issues. Warning signs: Late or subpar work Angry outbursts Being argumentative with supervisors or co-workers Tardiness, leaving early, long lunches Long personal calls

Performance Issues Performance issues are a “different animal” than behavior issues. Examples: low productivity, substandard performance on job functions, missing deadlines for projects. Addressed through EPMS Policy. Y_PROC_MANUAL/view_document.php?id=119

Grievances Grievances may be filed for employment actions an employee views as adverse such as: demotion, involuntary reassignment, salary decrease based on performance, suspension, termination. C_MANUAL/view_document.php?id=112 *Not all employees have grievance rights, i.e. TERI, Temp/Grant, Temp, Probationary

Questions? Thank you for your participation.