1. EFFECTIVE PERFORMANCE MANAGEMENT
– Theme: It is good to feel the pain…. Mohammed Ali
Look up the Remember the Titans Videos with Cool Lady and Na Na Na Na … talk about personal use via copyright law
Download itunes if possible….
EFFECTIVE PERFORMANCE MANAGEMENT

2. Purpose of Progressive Discipline
Designed to provide a structured corrective action process to improve and prevent a recurrence of undesirable behavior and/or performance issues.
disciplinary response should be appropriate and proportionate to the employee's conduct.
Progressive discipline also helps you avoid the consequences of allowing workplace problems to continue unchecked. If you don't intervene, the employee may not know that his or her behavior or actions are unacceptable. Not only will you have lost an opportunity to help the employee improve, but your company will continue to suffer the consequences of the employee's problem, which could result in reduced productivity and profits, quality control problems, lost opportunities or customers, low employee morale, and high turnover.

3.
Long Cool Woman in a Black Dress – Music by the Hollies: This would be good to use at the beginning of the presentation from Remember the Titans.
Motivation to become a team and stop fighting – Coach speech
Let him through – step up to the plate and go beyond what you believe you can do – Coach speech
Leave No Room For Doubt – You Got To Do The Right Thing Against All Odds – Star Effort – Asst Coach Yoast speech
Will Smith Gets the job as broker in pursuit of Happiness –
Give Me 10 Yards – The Favorite Video Talitha and I discussed for Offsite Conference
When – Motivational Video

4. Benefits of Progressive Discipline
Allow managers to intervene and correct employee behavior at the first sign of trouble
Enhance communication between managers and employees
Help managers achieve higher performance and productivity from their employees
Improve employee morale and retention by demonstrating that there are rewards for good performance and consequences for poor performance
Avoid expensive replacement costs
Ensure consistency and fairness in dealing with employee problems, and
Lay the groundwork for fair, legally defensible employment termination for employees who cannot or will not improve
Using progressive discipline appropriately will also help your company stay out of legal trouble. Progressive discipline requires you to let employees know what you expect, to be fair, consistent, and objective in imposing discipline, to include employees in the process of improvement, and to document your actions and decisions properly. By following these actions, you'll ensure that employees who are unable to unwilling to improve won't have the legal ammunition to fuel a lawsuit. And, if you are consistently respectful to employees, few of them will be motivated to sue.

5. Essential Elements of Progressive Discipline
Disciplinary actions are often overturned completely or reduced to a lesser level when any of the essential elements of progressive discipline are missing.
The employee is explicitly informed of the unacceptable behavior or performance and is given specific work-related examples. It is not sufficient to assume that the employee knows what the problem is.
Explain acceptable behavior or performance standards and give the employee reasonable time to comply. This may be a longer time frame if a skill needs to be learned or a shorter time frame if it is a behavior to be changed.
The employee is informed of the consequences of failing to comply. This is not a threat, rather it gives the employee reasonable expectations of the consequences if change does not occur.

6. Progressive Discipline Process
Coaching
Verbal Warning
Written Warning
(Optional Step)
Final Warning/PIP
Suspension
Termination

7. Coaching
STAGECOACH
Used to transport people from their current place to a desired destination

8. Coaching Goals: Identify CONCERN Share EXPERIENCES Provide FEEDBACK
Offer TOOLS
Establish GOALS
Ensure FOLLOW-UP
Life gives us "gifts" in the form of opportunities to have EXPERIENCES.
Coaching provides the opportunity to get FEEDBACK from these experiences - this is achieved by questioning and clarifying.
Further probing and questioning creates insights and common themes which lead to the learner REFLECTING on the experiences, the action that was taken and the consequences of this action.
From these insights and personal discoveries, CONCLUSIONS are drawn that, if sufficiently powerful, can relate back to other current or past situations.
The valuable lessons learned from this exercise are then applied to future situations in the form of EXPERIMENTS.
From these experiments, EXPERIENCES are provided as well as further opportunities to learn more and the cycle goes around again

9. Discipline
The goal is to modify the unacceptable behavior or improve the performance. The goal is not to punish the employee but to more strongly alert the employee of the need to correct the problem.

10. Progressive Discipline Steps
Steps Subject to be Skipped
Verbal Warning
Written Warning
Final Warning/PIP (opyionsl Dyrp)
Suspension
Termination

11. Progressive Discipline Guidelines
Investigate the situation
Thorough fact finding is critical
Document the process and results of your investigation.
It is acceptable to repeat a step if you feel that it will
correct the problem.
Identify the infraction
What is the Work Rule violated referenced in the
EE handbook/CBA?
Decide on level of Discipline
All steps are typically recommended for attendance or general
work performance problems
Egregious more serious offenses will likely skip progressive step
There is no rigid set of steps nor is there an inflexible rule that all steps must be followed before terminating an employee.
While usually unnecessary, it is acceptable to have another manager when meeting with the employee during the progressive discipline process.

12. PROGRESSIVE DISCIPLINE GUIDELINES (Cont’d)
Consult with your HR partner State your recommendations and your prior coaching efforts Do not skip this step in regard to suspensions and terminations Issue Discipline Discipline should be presented by Supervisor/Manager Use a Second Manager, when possible

13. Verbal Warning
Seek the input from the employee about the cause of the problem.
Where possible jointly identify a solution to the problem; otherwise, identify your desired solution.
Clarify the employee's understanding of your expectations concerning the situation.
Let the employee know that possible disciplinary action may follow if the problem is not corrected.
Try to get a commitment from the employee to resolve the problem.
Schedule follow up with the employee. Provide feedback. Let the employee know how he/she is progressing on solving the problem.
Counseling sessions are used to bring a problem to the attention of the employee before it becomes so serious that it has to become part of a written warning and placed in the employee's file.
The purpose of this discussion is to alleviate any misunderstandings and clarify the direction for necessary and successful correction. Most "discipline" problems are solved at this stage.
If some progress is seen, this counseling step can be repeated to allow the employee full opportunity to correct the problem.
It is not necessary to document the counseling session as it is considered an informal step in progressive discipline. However, a brief statement confirming the subject matter discussed and the agreed upon course of action to correct the problem can be noted in a short memo to the employee.
creates an  opportunity for the immediate supervisor to schedule a meeting with an employee to bring attention to the existing performance, conduct or attendance issue. The supervisor should discuss with the employee the nature of the problem or violation of company policies and procedures. The supervisor is expected to clearly outline expectations and steps the employee must take to improve performance or resolve the problem.

14. The written warning will have three parts:
A STATEMENT ABOUT THE PAST, reviewing the employee's history with respect to the problem.
A STATEMENT ABOUT THE PRESENT, describing the who, what, when, etc. of the current situation, including the employee's explanation.
A STATEMENT OF THE FUTURE, describing your expectations and the consequences of continued failure.
The written warning will have three parts:
A statement about the past, reviewing the employee's history with respect to the problem.
A statement about the present, describing the who, what, when, etc. of the current situation, including the employee's explanation.
A statement of the future, describing your expectations and the consequences of continued failure.
Management will outline the consequences for the employee of his or her continued failure to meet performance and/or conduct expectations. A formal performance improvement plan (PIP) requiring the employee’s immediate and sustained corrective action will be issued within five business days of a step 2 meeting. A warning outlining that the employee may be subject to additional discipline up to and including termination if immediate and sustained corrective action is not taken may also be included in the written warning.

15. PIP Final Step option before Termination
Issued to Employees after warnings of performance and/or conduct issues that have not improved
Egregious misconduct and performance can likely begin at this step
More stern exhibiting the seriousness and consequence of situation
The final warning letter should include:
details of the performance or conduct issue of concern
what has been discussed with the employee about the issue
what the employer will do to assist
details of how the employee performed against an action plan, and
a reasonable timeframe in which the changes or improvements need to occur.

16. Performance Improvement Plan (PIP)
Designed to facilitate constructive discussion between a staff member and his or her supervisor and to clarify the work performance to be improved.
The purpose of the activities outlined is to help the employee to attain the desired level of performance
PIP should enable the supervisor and staff member to communicate with a higher degree of clarity about specific expectations
It is implemented, at the discretion of the supervisor, when it becomes necessary to help a staff member improve his or her performance.
In all cases, it is recommended that the supervisor’s supervisor and the Human Resources department review the plan. This will ensure consistent and fair treatment of employees across the company. The supervisor will monitor and provide feedback to the employee regarding his or her performance on the PIP and may take additional disciplinary action, if warranted,

17. Performance Improvement Plan
SIX KEY ITEMS FOR REVIEW
State performance to be improved; be specific and cite examples.
State the level of work performance expectation and that it must be performed on a consistent basis.
Identify and specify the support and resources you will provide to assist the employee.
Communicate your plan for providing feedback to the employee. Specify meeting times, with whom and how often. Specify the measurements you will consider in evaluating progress.
Specify possible consequences if performance standards are not met.
Provide sources of additional information such as the Employee Handbook
Performance Improvement Plan

18. Suspension Suspension Pending Investigation Suspension Guidelines
Used when a terminable offense has occurred
Timeframe to investigate and decide a final employment decision of employee
Suspension Guidelines
After collecting employee statement, Supervisor communicates to employee
Supervisor collects company property
HR is contacted to conduct a thorough Investigation
should not exceed 5 business days
Employee Pay
Paid, if employee returns
Unpaid, if employee is terminated
The employee must be given an opportunity to explain his or her action and to provide information.
If the employee takes this opportunity, you must investigate where appropriate and give consideration to the information provided.

19. Termination Termination Communication When employment ends
Supervisor Role
States only Company Work Rule Infraction
States effective date of termination
Refers employee to HR regarding benefits or further questions
A second Manager should always be present
HR Role
Terminate employee in system
Contact Help Desk to terminate system access
Collect all investigation notes, warning letters, PIPs for personnel file