Counseling & Discipline

When established performance standards are not met, for example:

• • Missing deadlines
  • Pattern of errors
  • Low productivity
  • Poor judgment
• When a pattern of negative behavior or poor work habits develops, for example:
  • Tardiness
  • Absenteeism/unscheduled absences
  • Unprofessional conduct  
• When one incident is severe enough to warrant counseling
• Promptly after an incident

1. View the session as supportive and problem solving
   1. Don’t threaten or punish
2. Be prepared
3. Review facts and define objective(s).
4. Conduct in private
5. Schedule adequate time
6. Be direct and candid
7. Listen to the employee’s view of the incident
8. Remain calm and in control
9. Ask the employee how the situation can be remedied
10. Focus on behavior, don’t make it personal
11. Be an active listener
12. Keep an open mind
13. Define next steps - re-prioritizing tasks, additional training, etc.
14. Consider recommending EAP
    1. Especially if personal problems appear to be the cause
15. Reach an understanding on corrective action
    1. Set follow-up date if applicable
16. Thank the employee
17.  Send an email to the employee that summarizes the counseling conversation that clearly defines goals going forward so there is no confusion about expectations

• Avoid going into the conversation with preconceived notions about what has occured
• Do not let your personal opinions interfere with the counseling session.
• Failing to listen to the employee
• Do not be concerned about being liked, as this is a professional, not personal, conversation
• Do not use phrases that could be perceived as discriminatory
• Failing to recommend or provide resources and training
• Do not remove and re-delegate any of the required job tasks from the employee, as this only enables poor performance
• Do not over-emphasize or under-emphasize the problem

The counseling session is a private meeting to provide constructive feedback. The only individuals who should attend the initial counseling session are the employee and supervisor.

If a pattern of poor performance continues, the Supervisor will need to document the concerns in a record of conversation/verbal warning, or if the conduct is severe, a written warning, or other appropriate disciplinary documentation.

When you document the concern with a Record of Conversation, inform the employee that the incident/problem will be documented.  Work with the employee relations team to prepare the Record of Conversation promptly.

Download the Record of Conversation form.

Record of Conversation/ Verbal Warnings are appropriate for minor instances of Misconduct.

Supervisors and managers should adhere to the following guidelines in issuing Verbal Warnings:

1. The supervisor notifies the employee of the issues with their conduct, providing specific examples
2. The employee has the opportunity to respond to the issue(s) raised.
3. The supervisor makes concrete statements about expectations for the employee’s conduct, emphasizing in a constructive manner the College’s expectations that the employee will refrain from further similar conduct.
4. The supervisor informs the employee of the possibility of further action if the conduct reoccurs.
5. The supervisor documents the discussion with the employee, including date of the Verbal Warning, the issue(s) and/or conduct discussed, and recommendations made

Written Warnings are appropriate for more significant initial incidents of Misconduct, or for recurrent incidents of Misconduct.

Supervisors and managers should adhere to the following guidelines in issuing Written Warnings:

1. The Written Warning should be reviewed by the employment team prior to issuance.
2. The Written Warning should identify the conduct issue, providing specific examples; make concrete statements about expectations for the employee’s conduct; emphasize in a constructive manner the College’s expectation that eh employee will refrain from further action if the conduct reoccurs (further disciplinary action up to and including termination).
3. The Written Warning should be reviewed with the employee during an in person meeting with the supervisor.
4. The employee should have the opportunity to respond to the issues raised.
5. The Written Warning should be given to the employee directly following the discussion.

Download the Written Warning form.

Suspension or final written warning is intended to indicate to the employee the seriousness of the infraction and the employee can reasonably expect that the next steps if there are further actions of Misconduct is Termination of employment.

Supervisors and managers should adhere to the following guidelines in issuing Suspension:

1. Notice of Suspension or Final Written Warning should be reviewed by the employment team prior to issuance.
2. The notice should identify the conduct issue, providing specific examples; make concrete statements about expectations for the employee’s conduct; emphasize in a constructive manner the College’s expectations that the employee will refrain from further similar conduct; and inform the employee of the possibility of further action if the conduct reoccurs (further disciplinary action up to, and including Termination)
3. The employee should review the notice during an in person meeting with the supervisor and member of the employee relations team
4. The notice should be given to the employee directly following the discussion.