Manager Certification Workshop

What is Progressive Discipline Steps to Progressive Discipline Different Forms that are used Incident Log/Documentation Review the Progressive Discipline Flow

ChartDifference between Level 1 and Level 2

Review Case Scenarios

Most employees, when fairly approached, want to improve their job performance.• Training is the key• Encourage going to different classes

Approval, acceptance and recognition are better employee motivators than the threat of disciplinary action.• Give praise• Don’t forget to say “Thank You”

The purpose of progressive discipline is to improve performance.

Should attempt to modify behavior, rather than penalize an employee

Employees must be informed of standards required

Discipline must be progressive Starts with verbal warnings and progresses

to written documentation

Set expectations at the beginning of each school year

Review the Food Services Division’s Employee Handbook• Explain each section, discuss with employees to

assure understanding• Obtain signed cover sheet and return to HR Unit• Remind employees of the Guidelines when necessary

Newly Hired/Promoted/Transferred Employee Orientation Checklist• Review all items

Informal Counseling/Training •Incident Logs – informs employee of correct way to perform job and is a training tool only.•Conference Memos – identifies that the employee knows or should know process, offers assistance and states consequence if not followed•Letter of Reprimand – informs employee of requirement for improvement•Notice of Unsatisfactory Service (NOUS) no action (written warning)

Disciplinary Action Means:• Any formal disciplinary action that affects an

employee’s pay or status and requires Board action

• Suspension (could be anywhere from 1-30 calendar days and there may be more than one occurrence of suspension)

• Demotion to a lower classification• Dismissal from service

Start documenting at the very first discussion

At no time should the misbehavior of an employee be ignored

Once you have an unsatisfactory employee it is YOUR PROBLEM

Union representatives will look for what, you as the supervisor, have done to help the employee improve

Why use Incident Logs?• Documents problems occurring in your

cafeteria• Record of informal or verbal counseling• Log and issue to employee citing each

counseling• Always document your concerns about an

employee’s performance.• This is not a discipline document, this is a

training document• No evidence of counseling, difficult to impose

discipline

Identify the 4 “W”s and How◦ When – specific date – 10/13/07 10:30am◦ Where – in the Faculty Lounge◦ Who - full name of employees and anyone else

involved (student, coworkers, etc.)◦ What – described what happened, objectively,

(behaviors) not subjectively (attitudes)◦ How – What impact did behavior have on cafeteria

operations

Poor Documentation

◦Documentation must be specific “Employee needs to take better care of

herself” “Employee not a team player” “Employee cusses” “Employee doesn’t follow directions” “Employee causes confusion”

Bad – Maria does not follow directions Good - On 10/8/12 at 10:00AM I told Maria to pan 150

burritos, for lunchtime. At 11:00AM, I walked over and found she had not panned a single burrito. Lunch is supposed to be served at 11:15AM. This made a hardship on staff as we had to prepare other food to serve the children in 15 minutes.

• Bad “Melissa Smith got mad and yelled at Sonia Hernandez”

Good - “Melissa Smith came within two inches of Sonia Hernandez’s face, face pointed her finger towards her eye and yelled, “I’m tired of your silly ass”

Write an incident log regarding the following: Sue Smith came to you and stated, “Last

Tuesday, Andrea didn’t clean the refrigerator, she said it was too cold outside and she didn’t bring a sweater to work in the walk-in refrigerator. You check with Andrea and she said she was sick and asked Peter if he would do it, he said yes, but he didn’t. Peter said she asked him, but he told her that was her job. What do you do?

◦ Developed to give Managers and AFSS guidance

◦ Each PC Rule 902 A Cause is presented

Divided into “Levels” ◦ Level 1

Performing tasks below standards First Occurrence Second Occurrence Third Occurrence

◦ Level 2 Endangers health and Safety or causes a major loss to the Division In spite of Training is unable to meet standards

Causes◦ Personnel Commission rule that has been violated. A

brief description defining the rule is included. Document

◦ What type of document must be used in either providing mentoring/coaching or discipline.

Action◦ Describes the action plan for correction

Training by Whom◦ Identifies who must provide training, mentoring

counseling Disciplinary Action by Whom

◦ Identifies individual(s) responsible for performing corrective action

Level 1 Fails to meet minimum expectations for work performance

Document Action TrainingDisciplinary

Action

1st Occurrence

Incident Log/ Training Log

Verbal correction by SFSM/SRFSW - refer to training documents/rules/procedures for mgrs schedule record keeping class/FSDC/Application training

SFSM/SRFSW

N/A

2nd Occurrence

Conference Memorandum / NOUS No Action

SFSW or SFSM or AFSS

HR Rep

3rd Occurrence

NOUS with action (suspension/dismissal)

Pre-disciplinary meeting with AFSS/HR Rep/Admin Review

CM/AFSS HR Rep

Level 2 Fraud/Failure to perform work assignments resulting in potential endangerment of health and safety (i.e. HACCP, sanitation/safety violations)

Document Action TrainingDisciplinary

Action

1st Occurrence

NOUS with action (suspension/demotion/dismissal)

Pre-disciplinary meeting with SR HR Rep/Admin Review - Mandatory completion of training classes

AFSSHR/Rep Sr. HR Rep

2nd Occurrence

NOUS demotion/suspension pending dismissal

Pre-disciplinary meeting with SR HR Rep/Admin Review

N/AHR/Rep Sr. HR Rep

Sample Chart 902A 4. Dereliction/Inattention to

Duty

Sample Chart 902A 4. Dereliction/Inattention to

Duty

1. Employee states, “I’m not washing those dishes B!%ch”

2. Employee yells at another employee and asks her, “Let’s take it outside”

3. Employee stole case of chicken wings4. Employee fails to report work related

injury5. Employee is absent 25 days on 3

occasions within 3 months (no fmla)

What is Progressive Discipline Steps to Progressive Discipline Different Forms that are used Incident Log/Documentation Review the Progressive Discipline Flow

ChartDifference between Level 1 and Level 2

Understand what to do/who to contact by using the Progressive Discipline Flow Chart