1. 1

2. On a blank sheet of paper… Write down one reason why you may be disciplined (written up) at work.

3. Corrective Action Objectives In this training you will learn the most effective methods to handle corrective actions, and what actions you should take as a supervisor. To understand the appropriate time and ways to use a corrective action. To learn the types of corrective and disciplinary actions available to supervisors. To understand the supervisors responsibilities, during the corrective process. 3

4. Corrective Actions Corrective vs. Disciplinary Actions A disciplinary action is guided towards misconduct such as theft, or violence, whereas a corrective action is based on performance (how the employee performs their duties). The easiest way to think about it is: Corrective Action = Performance Disciplinary Action = Misconduct Corrective Action 4

5. Counseling Supervisors should provide early and constructive feedback to employees when performance, tasks or behaviors become a concern. Supervisors are advised to speak to the employee in a private confidential setting and seek to understand the reasons behind the performance or behavioral issue. Corrective Action 5

6. Types of Actions Informal Actions—Both are documented Action Plan Verbal Warning Corrective Action 6

7. Types of Actions Informal Actions – Scenario An employee has been late two days in a row. Company policy states that an employee will be written up after a consistent pattern of tardiness. What should you do? Is this documented? A verbal warning should be given to the employee. This is certainly headed to a consistent pattern. All verbal documentation should be documented. Corrective Action 7

8. Types of Actions Formal Actions Written Warning Demotion Suspension Dismissal Corrective Action 8

9. Types of Actions Formal Actions – Scenario An employee was recently given a written warning for violating a policy regarding harassment and intimidation. The employee is still causing issues and now has represented a sexual harassment complaint. I would like to move towards dismissal at this time. What is next? Investigate the situation Make sure to listen to all parties Follow company policy (You cannot dismiss without documentation!!) Corrective Action 9

10. Types of Actions Progressive Corrective Action Each corrective action, whether it is verbal or written, should be progressively documented. Each action should build upon the previous action and must be documented properly in order to provide the employees the opportunity to correct the performance deficiencies or behavior. Attendance follows a strike rule Violation of company policy case by case (each situation is a different count). Corrective Action 10

11. Documenting Corrective Actions Scenario An employee has had continually poor performance, and you are ready to take the next step into disciplinary actions, but you have lost, or did not keep your records. What’s next? 1. Collect as much information regarding the issue as you can. Find past performance appraisals, emails, notes, and attempt to write down anything you can remember for dates/times, incidents. 2. If the information cannot be found or verified, you may be asked to start over with the employee documenting their performance issues. No documentation, no action! Corrective Action 11

12. Fact Finding Fact finding is the unofficial action taken by the supervisor. This can mean reviewing performance records, privately talking to employees or writing down witness comments. Corrective Action 12

13. Investigations An investigation is performed by the Human Resources Department in order to determine the “who, what, when, where and why” of an incident as well as to determine what needs to happen next. In some circumstances the employee may be placed on paid investigatory leave without prior notice in order to review or investigate allegations of employee misconduct which warrant relieving the employee immediately from all work duties and removing the employee from the premises. Corrective Action 13

14. Fact Finding & Investigation Scenario A co-worker and a public visitor observed an employee allegedly stealing property. Would fact finding or an investigation be the more appropriate step? A combination of both actions is appropriate. As the supervisor, it is your responsibility to discuss the issue with the witnesses, and with the employee involved in the allegation. Ask pointed questions, act confidentially, and share all information found with HR in order for them to move forward with an investigation. Corrective Action 14

15. Just Cause Employment law protects employees from unfair termination by requiring that an employer must prove “just cause” before any employee discipline, including dismissal. Just cause is a standard that says an employer must prove inappropriate activities occurred such as violation of policy, or rule, in order to interpret the dismissal or disciplinary action as justified. Corrective Action 15

16. Just Cause Helpful Questions 1.Was the employee forewarned of the consequences of his or her actions? 2.Are the employer's rules reasonably related to business efficiency and performance the employer might reasonably expect from the employee? 3.Was an effort made before discharge to determine whether the employee was guilty as charged? 4.Was the investigation conducted fairly and objectively? 5.Did the employer obtain substantial evidence of the employee's guilt? 6.Were the rules applied fairly and without discrimination? 7.Was the degree of discipline reasonably related to the seriousness of the employee's offense and the employee's past record? Corrective Action 16

17. Documenting Corrective Actions FACTS What happened, when did it happen, and who was involved? Think of the 5 W’s Include: 1.Time/Date 2.Location 3.Employee Name 4.Employee Title 5.List Issue or Conflict (Conduct, Performance, Attendance). Be as specific as possible! Corrective Action Form 17

18. Objective Objectives that explain to the employee how to resolve the problem Give the employee a specific behavior pattern to follow, OR Set a specific result for the employee to achieve I want you to be here a half hour before the start of your employees’ shift... (specific behavior). You must have your monthly labor hours report on my desk by noon of the fifth of each month... or by the Friday before, if the fifth is a Saturday or Sunday... (specific result)

19. Solutions Solutions that can help the employee reach the objectives Solutions are options – Unlike objectives, it’s not absolutely required. It’s simply a suggestion of a way the employee could meet or exceed you objective.

20. Action Explain in detail what will be the outcome if the objective is not reached. Include length of time and any follow up dates to reach objective.