1. A Leaders Guide to Progressive Discipline Take me to your Leader 2010

2. Presentation Goals Basic Elements of Progressive Discipline Creating a Paper Trail Setting Standards – What to Consider Communication –  Where to Start – What it is and What it isn’t  Non-Verbal Message Setting Expectations and What to Watch For Conducting Investigations Union Rights

3. These Steps are Guidelines. Steps may be taken in sequence or out of order depending on the gravity of the issue. Informal feedback (can be frequent/verbal) Letter of counsel (written) Letter of reprimand (written) Suspension (requires collaboration w/ER) Dismissal (requires collaboration w/ER) While a Lead may provide feedback and assistance, only a HEERA Manager can deliver discipline. Basic Elements of Progressive Discipline

4. Create the Paper Trail Supervisors are encouraged to document both Formal and Informal discussions with their employees Include details such as: date of meeting and who was present, date of events, subject, state the issue &/or behavior, performance, possible policy violation, or safety concerns. If known, state an action plan or next steps, if any.

5. What to Consider: Are employees working up to your standards? Do employees “know” what the standards are? Have you communicated it to them? Do You Recognize Employees in Public – Counsel in Private? Focus on the situation, issue, or behavior, and not the person Do they struggle or are challenged by the assigned tasks and work? Are they ineffective or inefficient? Have you asked? Do you hear complaints such as being “overworked, nobody cares, I don’t get paid to do that, that’s not my job or area?” Are changes in personnel causing unease? Experiencing low to poor team interaction or connection?

6. What Documenting Performance Looks like… Describe the job in terms of its major outcomes and how It fits into the larger picture. Agree on measurable performance criteria. Mutually identify necessary skills, resources, and guidelines. Determine priorities; set goals and expectations. Review and check for understanding and commitment. Set dates for progress reviews. Close by reaffirming your recognition and continuing support.

7. Communication WHERE TO START: What do you want? The Big Picture –Where are you going? What is your vision, mission or direction? Communicate your expectations and vision Coach, empower and encourage participation Create an inclusive environment Establish open individual and group communication WHAT IT ISN’T: Top Down communication Delegating all communications Using only one management style (Passive, Aggressive, Collaborative, Directive) Making decisions without soliciting feedback and Input Soliciting feedback, but then ignoring input

8. Communications – The Non-Verbal Message Sometimes, its not what you say, but how you say it. Negative Non-Verbal Rolling your eyes, sighs, frowns, squirming, doodling, frowning, clenched hands, tight lips, crossed arms and legs, avoiding eye contact. Positive Non-Verbal Smile, eye contact, face the person directly, nod up and down in acknowledgement or understanding, relax your posture, uncross your arms and legs. All Communication is a two-way process. Communication is multidimensional, which mean both verbal and nonverbal techniques Nonverbal – includes facial/eye expressions, posture/body movements and actions.

9. Set Expectations Set short-term wins Develop a feedback process Have on-the-spot discussions Establish challenging, yet achievable benchmarks for success Make a habit of regularly reviewing progress formally and informally - no surprises!

10. Take Prompt Action Identify both positive/negative areas of performance, to bring balance to your overview. Recognize the good areas so that these can be maintained, and then bring attention to the areas of opportunity so that special focus can be given Recognize and encourage your good performers so that they do not succumb to poor examples Identify and begin to address problem behaviors Provide feedback immediately, or soon after Take progressive, and eventually formal action as needed.

11. Respond quickly - An investigation begins when something occurs, is reported, or a when complaint is filed (it can be written or verbal) Verify the facts, not rumors. Does it take a long time? Not always, but it might. If needed, you need to make the time. Review available data and determine if you have enough facts to evaluate the matter. Consult with Human Resources for assistance Weingarten meeting – Employee is entitled to union representation if the outcome may result in discipline If the employee requests a Union Rep at anytime, they may make arrangements for that person. Understand charges, identify specific behaviors or non- performance. Conducting Investigations

12. Union Rights Most staff CSU employees are covered by a collective bargaining agreement, therefore contract language regarding working conditions, corrective actions, and disciplinary actions will apply. Contact HR or become familiar with some of the most common articles impacting your staff. This will make you more effective. Following contractual processes takes time Weingarten meeting – An employee is entitled to a union rep. upon request if they believe the outcome may result in disciplinary action. An employee may request a Union Rep at anytime, but they are to make their own arrangements. Consult with Human Resources for assistance.

13. Resources Human Resources is available at any stage to assist you and identify your options, before you put anything in writing Consider that there may be contractual obligations in any next steps that you take Consider: What you really want to achieve? Come prepared with supporting documentation HR may suggest edits or changes to comply with campus practice, contract language, etc. Most importantly, don’t be afraid to get assistance!