1. PRINCIPLES OF DISCIPLINE
CGA New Supervisor Training

2. Training Goals
Have a better understanding of the supervisor’s/manager’s role in the disciplinary process. Avoid potential problems and pitfalls when disciplinary action is being considered or taken. Understand the role of the Human Resource Office

3. Discipline
CGA has established standards of conduct, safety rules, and other policies to ensure the best and safest possible working conditions. These rules are designed and intended to protect all of us.  
In most cases, CGA believes that by applying progressive discipline, an employee's undesirable behavior can be corrected.
Generally, the first step in the progressive discipline process will be counseling by an employee's supervisor reduced to written form.
This step may be followed by a written warning, suspension without pay and finally termination.

4. Discipline
In some instances the employee's conduct may be such that CGA, at its option, may advance the level of discipline to the step it deems appropriate, up to and including immediate termination.
Finally, in certain situations where, in the opinion of CGA, an employee's misconduct is very serious, immediate termination may result. CGA reserves the right to skip, advance or repeat any level of discipline it deems appropriate. Further, CGA reserves the right to terminate employees at any time without cause or notice and without prior discipline. 

5. Standards of Work
All employees are expected to meet CGA's standards of work performance. Work performance encompasses many factors, including attendance, punctuality, personal conduct, job proficiency and general compliance with the Company's policies and procedures.
If an employee does not meet these standards, CGA may, under appropriate circumstances, take corrective action, other than immediate dismissal.

6. Corrective Action
The intent of corrective action is to formally document problems while providing the employee with a reasonable time within which to improve performance. The process is designed to encourage development by providing employees with guidance in areas that need improvement such as poor work performance, attendance problems, personal conduct, general compliance with the CGA's policies and procedures and/or other disciplinary problems.
Employees who have had formal written warnings may not be eligible for salary increases, bonus awards, promotions or transfers during the warning period.

7. Employee Handbook
CGA Policies and Guidelines can be found in your employee Handbook.
You can also request a copy from our HR Office.

8. An Effective Approach
Because employees’ disciplinary actions are challenging and demanding experiences for managers and supervisors, these guidelines are intended to review the most effective approaches to managing performance and/or behavioral issues. 

9. An Effective Approach
Behavioral issues generally result in disruptions to the work environment:
Workplace misconduct and/or rules violations.
Performance issues that result in a failure to meet goals and/or properly perform tasks.
Lack of knowledge, skills or ability to perform the job.
Work that is consistently unacceptable in terms of quality or productivity. 

10. An Effective Approach
Discipline should not generally come as a surprise to the employee. Occasionally employees are unaware of their supervisors' dissatisfaction until they suddenly receive a formal written reprimand or a letter of termination. Try to avoid this situation if possible and attempt to regularly communicate issues to employees rather than wait until the performance problems can no longer be tolerated or until annual performance reviews are conducted.

11. Two Principles of Discipline
When it becomes necessary to discipline an employee: 
First: Clearly communicate the source of the dissatisfaction.
Second: Engage the employee in the corrective plan. Give him/her the opportunity to be part of the solution. 
Note: These two principles do not apply to terminations.

12. Today’s Workplace Workplace Violence Personal Issues
More Demands On All of Us – Workplace and Family
Generational Differences

13. Discipline Myths Myth 1: Ignore it; it might just go away.
Myth 2: Focus first on the positive and work your way in to explain the issue.
Myth 3: Give the bad news quickly, and get them out the door; it will be easier for both of you.
Myth 4: Don’t document the disciplinary action, so it won’t be on their record – you don’t want them to get in trouble.
Myth 5: Once you’ve talked to the employee, your work is done.

14. Documenting
Documentation and discipline are two concepts that go hand-in hand in the area of human resource management. In fact, it is kind of a chicken and the egg scenario — which comes first? In order to discipline an employee you should have well-prepared documentation to back up your decision.

15. Documenting
In order to have good documentation, we need a well-crafted disciplinary policy to enforce. The answer seems to be that both the disciplinary system and the documentation procedures need to be running smoothly in order to protect us from frivolous litigation.

16. What Does Discipline Really Means?
Teach
Coach
Develop Potential
Modify Inappropriate Behavior
Administer Appropriate Discipline

17. What Does Discipline Really Means?
Some managers/supervisors believe the word discipline has to do with punishment. Actually, it doesn't. Discipline pertains to improving employee performance through a process of assisting the employee (at least at first) so he/she can perform more effectively.

18. Five Common Errors Error 1: Discipline As Punishment
Error 2: “I-You” Confrontation
Error 3: Too Little Too Late (Delay)
Error 4: Non-Progressive Approach
Error 5: Missing Root Causes

19. Most Common Workplace Conflicts Are Preventable
Learn to read the signs – Watch for:
The ripple effects: A lot of minor complaints add up to one big problem. But if you hear similar complaints from more than one employee (even if you're hearing ongoing complaints from one employee), there is some reason for this. If employees are complaining, they're not working. And if they're distracted from their work, then you have a situation that needs to be addressed!

20. Most Common Workplace Conflicts Are Preventable
Learn to read the signs – Watch for:
The talk: It doesn't take long for a whole workplace to become "poisoned" by one or two individuals.
You should not keep employees from talking to each other, but you can be on the lookout for negative and destructive gossip.

21. Most Common Workplace Conflicts Are Preventable
Learn to read the signs – Consider the situation when:
You’re told (or you overhear a conversation) about a problem existing between two or more members of your work group.
Work requiring cooperation between employees is behind schedule, incomplete, or poorly done.
At staff meetings, team members are uncharacteristically quiet, openly criticize a coworker’s actions and ideas, or purposely sit far away from each other.

22. Most Common Workplace Conflicts Are Preventable
Learn to read the signs – Consider the situation when:
Someone displays negative body language (e.g., eye rolling, head shaking, arm crossing) when a coworker is speaking.
Team members avoid, ignore, or obviously exclude one another during breaks and lunches.
Someone on the team has clearly been left out of “the information loop.”

23. Most Common Workplace Conflicts Are Preventable
Learn to read the signs – Consider the situation when:
Activities are scheduled and performed at a time when a team member is known to be unavailable.
And the most obvious of all… You get a note, , or verbal request suggesting that : “You need to do something about _______ (fill in the name)!

24. Purposes of Discipline
Inform employees of infraction
Advise employees of rule or policy violated
Correct employees’ behavior
Warn employees of consequences of future violations
Administer appropriate discipline

25. Ways to Prevent Miscommunications
Accept the fact that no two individuals are alike.
Be sensitive to personal needs.
Prepare carefully.
Anticipate problems.
Positive communication and attitude.
Obtain facts and accurate information.

26. Ways to Prevent Miscommunications
Clarify the role that effective job performance appraisal has in our disciplinary procedures. Teach disciplinary techniques to avoid discrimination and retaliation claims. Describe how employee handbooks can be used as effective tools.

27. Appropriate Use of Discipline
In addition to a clearly communicated disciplinary policy, CGA prohibits against discrimination and harassment in the workplace. Our written policy against discrimination and harassment in the workplace is the bedrock of our disciplinary standards.

28. Your Role as a Supervisor
Inform employee of job requirements Be familiar with CGA’s disciplinary standards Recognize problems Promptly take appropriate action Document and contact our HR Department

29. Don’t Procrastinate The purpose of discipline is to correct behavior
Emphasize performance expectations
Contact HR for assistance

30. Effective Counseling An Exchange of Ideals and Opinions
The Giving of Advice
Sharing the Facts
Sharing Your Expectations
Plan of Action

31. Counseling (Formal or Informal)
Maintain privacy (praise in public – discipline or counsel in private) Be specific on what is expected and the consequences Be objective - avoid personalities Don’t be hostile or defensive - don’t lose your temper Be a good listener Formal counseling includes HR

32. Counseling Informal: Verbal – could also be documented (consult HR)
Formal: Documented
In writing
Placed in employee’s personnel file

33. Discipline Policy CGA uses four levels of discipline: Counseling
Written Warning
Suspension Without Pay
Termination

34. Information to Consider
Seriousness of conduct as related to employee’s duties & responsibilities
Action taken with respect to similar conduct by similar employees
Employee’s employment history and disciplinary record
Extraordinary circumstances beyond the employee’s control

35. Disciplinary Standards
Employees advised of standards upon hire (Employee Handbook)
Administered fairly
Administered promptly
Administered consistently
Past Practices (Consistency)
Appropriateness
Timeliness

36. Source of the Problem
Most Behavior and Performance Problems Have Their Source in One (or More) of the Following Areas:
Knowledge or skills
Misunderstanding expectations
Motivation
Personal problems
Inability or unwillingness

37. Most Solutions Are Found in One of the Following Areas:
Source of the Problem
Most Solutions Are Found in One of the Following Areas:
Training
Positive, effective communication
Creating a positive climate
Coaching and mentoring
Taking disciplinary action

38. Considerations for Discipline
Proof of misconduct
Past Practice
Employment Record
Appropriateness of Discipline

39. On-Duty vs. Off-Duty Conduct
In order to determine if it matters we need to consider the following:
Relationship of offense to employee’s job.
Impact on employee’s ability to do job.
Impact on CGA.
Always consult HR.

40. Prepare Review your own actions & documentation. Stick to the facts.
Remain composed and collected.
Consult HR for assistance and advice.

41. Call or Email your questions to HR avalero@cgasolutions.com
(954)
Sexual Harassment
Sexual Harassment

42. Exceptional Team – Exceptional Solutions
Acknowledgement of Training – Principles of Discipline
I acknowledge through my submittal below that, on this date, I reviewed the training session. I further acknowledge that I understood the training and the CGA, Inc. expectations, and I will act consistently with those expectations.
I also understand that if I have questions or concerns regarding the matters covered by the training, that I can address those with Human Resources.
Please click the button below to submit an to HR for training acknowledgement.
Submit Acknowledgement