1. Office of Human Resources Presentation
Positive Discipline:
Methods That Engage Employees
Presented By:
Robbie Wahnee
Employee Relations,
Learning and Development
Office of Human Resources Presentation

2. Office of Human Resources Presentation
Learning Objectives
University of Oklahoma’s Positive Discipline Guidelines
Understand and utilize performance management
Mission of the University
Workplace Agendas
Employment Laws
Use FOSA
Office of Human Resources Presentation

3. University of Oklahoma Mission Statement
The mission of the University of Oklahoma is to provide the best possible educational experience for our students through excellence in teaching, research, and creative activity, and service to the state and society.
Office of Human Resources Presentation

4. Office of Human Resources Presentation
Staff Handbook
Guidelines and policies
Section 3.22 Positive Discipline
Our policy provides us with legal protection. It gives us the formula to
document successive disciplinary actions and prove that those actions
were appropriate and without bias.
It gives employees who violate the rules an opportunity to improve
by letting them know what behavioral and performance standards are
required.
Located at:
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5. Office of Human Resources Presentation
Employment Laws
Workplace safety and health
Wages and work hours
Equal Opportunity
Harassment
Discrimination
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6. Office of Human Resources Presentation
Hiring & Good Fit
Job Analysis
Job Listing & Hiring Guidelines
The Interview & Ranking
Orienting the Employee
Costs of Hiring
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7. Engage: Conditions That Motivate
Focus on individual
Be positive
I looked this over and really like it!
That’s good!
Good job!
I agree.
Let’s do it!
Thank you!
Grote-The performance appraisal question and answer book: 6 techniques that have predictable effect: create opportunities for achievement/accomplishment
Allow people freedom, discretion, autonomy
Opportunities for learning/growth
Increase challenges
Design work to be motivational
RECOGNITION
Be Aware of Disengaging employees
Too modern
Too old fashioned
It won’t work
Too expensive
Too academic
This is the way we have always done it
Mixed results but usually not engaged nor motivated
Or supervisors:
I'll try being nicer if you'll try being smarter.
I’m not being rude; you are just insignificant.
Chaos, panic & disorder, my work here is done.
S/he has delusions of adequacy.
To err is human; to forgive is not our policy.
Gallup has studied employee engagement levels
Over 3 million employees have participated in a survey: 12 items, 3 distinct categories: not engaged-negative, actively disengaged-neither positive or negative, wait & see attitude, engaged-builders, curious, use talents/strengths daily, drive innovation
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8. Performance Management Cycle
Planning &
Assessment
Data & Performance Management
Coaching Feedback
Review
Renew
Planning: visioning, goal setting, negotiating, listening
How does this person’s job contribute to the overall mission!
Data & Performance Mgmt: Observing, setting the bar w/objective statistics, problem solving, feedback
Coaching and Feedback: Development, review of accomplishments, rating, documentation
Review, Renew: set new goals, reward,
Sometimes employees get off track with performance or behaviors/good employees/need guidance. Spend more time with employees who perform well
Office of Human Resources Presentation

9. Facts Objectives Solutions Actions
F O S A
Facts
Objectives
Solutions
Actions
Facts include: what happened, when did it happen, where did it happen, who was involved, how did it happen
Mail processing has been opened at an average rate of 200 pieces per hour.
You were not wearing safety equipment on the following 3 occasions.
You left the machine on 5 times when you were on break or at lunch.
Damage to mail has been observed on an average of 20 per thousand pieces of mail.
Late on 3 occasions - dates/times. Called once.
It is the end of the 3rd fiscal year, and you did not increase the amount of revenue by $8 million.
Your desk has papers scattered and there is food on your desk which is unrepresentative of the professional environment.
You are wearing a blouse that is cut too low and is offensive.
You made 5 personal phone calls that lasted 15 minutes each.
OBJECTIVES: SMART
You must sell five copy machines per month.
 Increase the amount of revenue from new sources by not less than $8 million per year for each of the next three fiscal years.
Return a program net of not less than 12.5% of expenses in FYXX.
Type, format, and send out every memo with 0 errors.
Within 24 hours of receipt, has no more than 24-hour turn-around to send invoices for payment.
 In the future, I expect you to be at work and ready to begin working at 8 AM each day you are scheduled to work.
Tapping pencils on the table or other disruptive gestures are not allowed during staff meetings.
You must run the experiment exactly as I have demonstrated. I understand that you have some recommendations, but for this experiment, it must be done as instructed.
Solutions may include:
I will assign XX to work with you on the next project to answer any questions you may have about design and process.
I suggest you take a XX course.
If you have questions, you may use XX as a reference or talk with XX.
I will provide you a sample spreadsheet with a quick reference for those types of issues.
I have several books in my office that will assist you with guidelines.
Please put your recommendations in writing or schedule a time for us to meet.
Talk with OHR (or other referral) about this.
Reclassification of the position.
Temporary reassignment to other duties.
Encouraging small breaks between assignments.
Proper training.
Let’s assess the tools with which you are working.
Frequent meetings to stay on track.
You are welcome to visit the employee assistant professionals.
There are services in our community that may be able to assist you.
Actions
Actions are the steps the supervisor will take:
To support the employee, or
That will be taken if the objectives are not met
Assign a mentor
X number of days extension to produce results
Time off
Flexible scheduling
Further disciplinary action
Follow up
Leave of absence without pay
Decision-making leave with or without pay
Job reassignment
Reduction of FTE
Job reclassification
Removal of duties with reductions in FTE or pay
Reduction in pay
Transfer to another work area
Termination
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10. Office of Human Resources Presentation
the “Key”
To Discipline or Not to Discipline
Coaching
Crucial conversations
Performance Improvement Plan – then move to discipline
2 sides to every story
Need facts!
Office of Human Resources Presentation

11. Discipline Problem Categories
Attendance
Health and Safety Infractions
Poor Performance
Misconduct
Role Ambiguity
Late, long lunches, leaving early
Unscheduled vs scheduled
Unacceptable behavior
Horseplay
Job is not clearly defined
Micromanagement
Improperly trained supervisor or manager
Office of Human Resources Presentation

12. Positive Discipline Process
Counseling
Coaching
Performance Improvement
Plan
Oral Reminder
Written Reminder
Decision Making Leave
Staff Handbook - Section 3.22
Performance management
Many options before entering PD
Performance Improvement planning
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13. Office of Human Resources Presentation
Violations
Minor
Overstaying lunch breaks
Excessive tardiness
Serious
Unexcused absences
Careless workmanship
Severe or Pervasive
Theft
Threatening or actually striking someone
When does it become discipline.
Job
Essential functions
Office of Human Resources Presentation

14. Office of Human Resources Presentation
Investigate
Did the employee understand the rule & the consequences associated with violation?
Have I administered and enforced the rules appropriately?
Have I secured the necessary facts – both sides of the story?
Have I considered all the facts in deciding on the disciplinary action, consistent with others who violated the same rule?
Office of Human Resources Presentation

15. Office of Human Resources Presentation
Investigate
Have I considered all the value judgments involved in the disciplinary action?
Am I administering the corrective action in the proper manner?
Is disciplinary action reasonably related to:
Seriousness of Offense
Employee’s record with the organization
Am I being consistent?
Office of Human Resources Presentation

16. Crucial Conversations
Communicate in performance/behavioral terms
Refer to previous discussions and/or memos
Listen reflectively to employee
Explain specific violations and behavior changes that are expected
Confirm understanding
Affirm employee
Document
Follow-up
I am borrowing from: Crucial conversations
 By Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
Talks about interactions that happen in life and affect life – especially in the workplace where:
Opinions vary,
Stakes are high,
Emotions run strong,
And outcomes can impact quality of life.
I need you to have those boxes moved by 4 PM today.
I need you at work, ready to engage at 8 AM, Monday through Friday
Office of Human Resources Presentation

17. Office of Human Resources Presentation
Discipline Process
Communicate using FOSA
Describe level of discipline
Document
Meet
Follow-up
I need you to do X by X
This is coaching, counseling, discipline – be clear
Office of Human Resources Presentation

18. Documenting the Process
Note to a file
Memo
Official Record
FOSA
Office of Human Resources Presentation

19. Office of Human Resources Presentation
Decision Making Leave
Keep administration informed
Review prior issues
Outline new issues
Be specific about expectations
Meet privately
Listen
Affirm the employee
Office of Human Resources Presentation

20. Office of Human Resources Presentation
Decision Making Leave
Require employee’s written response
Manage the workload
Be firm about future action to be taken
When Employee Returns
Express confidence
Collect employee’s written response
Monitor performance
Provide feedback and coaching
Office of Human Resources Presentation

21. Office of Human Resources Presentation
Decision Making Leave
Employee responsibility
Use the time to reflect
Write a response
Address insufficiencies
Affirm intent to succeed
Return on time
Office of Human Resources Presentation

22. Decision Making Leave: The End, or Not?
Employee resigns
Late return
No return
Alternatives to termination:
Suspension
Demotion
Job sharing
Job coaching
Reclassification
Transition to another dept over X period of time
Office of Human Resources Presentation

23. Performance Management Success
Communicate using FOSA
Remove obstacles
Provide training
Provide feedback
Evaluate performance
Develop employees
Find them doing things right
Learn to evaluate – goals, objectives
Office of Human Resources Presentation

24. Do I Ever Wipe the Slate Clean?
How?
When?
Why?
Other Questions?
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25. Office of Human Resources Presentation
IS IT OVER?
Grievance
Law Suit
EEO complaints
Retaliation
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26. Office of Human Resources Presentation