OHT DP.1 OBJECTIVES The participants will: Identify the value of positive discipline.Identify the value of positive discipline. Describe how to use discipline

OHT DP.OHT DP.11

OBJECTIVESOBJECTIVES

The participants will:The participants will:• Identify the value of positive discipline.Identify the value of positive discipline.• Describe how to use discipline to correct Describe how to use discipline to correct

improper employee behavior.improper employee behavior.• Describe how to apply discipline Describe how to apply discipline

consistently, fairly, and impartially.consistently, fairly, and impartially.• Identify the value of progressive Identify the value of progressive

discipline.discipline.

OHT DP.OHT DP.22

OVERVIEWOVERVIEW• IntroductionIntroduction• Positive and Negative DisciplinePositive and Negative Discipline• Rules and RegulationsRules and Regulations• The Importance of DisciplineThe Importance of Discipline• Common Violations and ActionsCommon Violations and Actions• Progressive DisciplineProgressive Discipline• The Disciplinary InterviewThe Disciplinary Interview• Employee ValuesEmployee Values• Final TipsFinal Tips

OHT DP.OHT DP.33

THE PERFECT THE PERFECT DEPARTMENTDEPARTMENT

• Perfect set of rulesPerfect set of rules

• Management supportManagement support

• All employees know appeal proceduresAll employees know appeal procedures

• CO's enforce rulesCO's enforce rules

• No transfer of problem personnelNo transfer of problem personnel

• All CO's trainedAll CO's trained

OHT DP.OHT DP.44

DIFFICULTIESDIFFICULTIES

• Inappropriate or obsolete rulesInappropriate or obsolete rules

• No management supportNo management support

• Decisions reversedDecisions reversed

• Officers don't enforce rulesOfficers don't enforce rules

• Problem personnel transferredProblem personnel transferred

• Little or no trainingLittle or no training

OHT DP.OHT DP.55

Discipline is behavior and order Discipline is behavior and order maintained by training and maintained by training and control.control.

OHT DP.OHT DP.66

NEGATIVE DISCIPLINE NEGATIVE DISCIPLINE INVOLVES:INVOLVES:

• Punishment, often harshPunishment, often harsh

• Win-lose climatesWin-lose climates

• Interpersonal resentmentInterpersonal resentment

OHT DP.OHT DP.77

POSITIVE APPROACH TO POSITIVE APPROACH TO DISCIPLINEDISCIPLINE

• Encourages self-disciplineEncourages self-discipline• Is necessary educational processIs necessary educational process• Corrects undesirable and unacceptable Corrects undesirable and unacceptable

behaviorbehavior• Is aimed at guiding, strengthening, and Is aimed at guiding, strengthening, and

improvingimproving• Calls for mildest penalty that will bring Calls for mildest penalty that will bring

changeschanges

OHT DP.OHT DP.88

HOT STOVE THEORYHOT STOVE THEORY

• Gives warningGives warning

• Reacts immediatelyReacts immediately

• Is consistentIs consistent

• Is impersonalIs impersonal

• Doesn't apologize or gloatDoesn't apologize or gloat

• Doesn't get emotionalDoesn't get emotional

OHT DP.OHT DP.99

RULES ARE KEY TO RULES ARE KEY TO EFFECTIVE DISCIPLINE IF EFFECTIVE DISCIPLINE IF

THEY ARE:THEY ARE:

• Understood and communicatedUnderstood and communicated

• Applied equallyApplied equally

• EnforcedEnforced

• WrittenWritten

• NeededNeeded

OHT DP.OHT DP.1010

RULES SHOULD BE RULES SHOULD BE REVIEWED PERIODICALLY REVIEWED PERIODICALLY AND MODIFIED, DROPPED, AND MODIFIED, DROPPED,

OR EXPANDEDOR EXPANDED

OHT DP.OHT DP.1111

IMPORTANCE OF IMPORTANCE OF DISCIPLINEDISCIPLINE

To the department:To the department:• Enhances efficiency and effectivenessEnhances efficiency and effectiveness• Reinforces valuesReinforces values• Reinforces hierarchical relationshipsReinforces hierarchical relationships• Fosters orderFosters order• Clarifies expectationsClarifies expectations• Resolves problemsResolves problems• Reduces liabilityReduces liability

OHT DP.OHT DP.1212


To the CO:To the CO:• Provides tools to deal with improper behaviorProvides tools to deal with improper behavior• Increases company efficiencyIncreases company efficiency• Provides for fair treatmentProvides for fair treatment• Contributes to powerContributes to power• Earns respectEarns respect• Improves performanceImproves performance• Increases self-disciplineIncreases self-discipline

OHT DP.OHT DP.1313


To the firefighter:To the firefighter:

• Provides securityProvides security

• Sets boundariesSets boundaries

• Makes goals clearMakes goals clear

• Rewards good behaviorRewards good behavior

• Corrects problemsCorrects problems

OHT DP.OHT DP.1414

A MAJOR FEATURE OF A A MAJOR FEATURE OF A BUREAUCRACY IS THAT IT BUREAUCRACY IS THAT IT ENSURES FAIR ENSURES FAIR TREATMENT FOR ALL TREATMENT FOR ALL EMPLOYEES BY EMPLOYEES BY MANAGEMENT.MANAGEMENT.

Max Weber Max Weber

OHT DP.OHT DP.1515

COMMON DISCIPLINARY COMMON DISCIPLINARY ACTIONSACTIONS

• Informal discussionInformal discussion

• Verbal warningVerbal warning

• Written reprimandWritten reprimand

• FineFine

• SuspensionSuspension

• TerminationTermination

OHT DP.OHT DP.1616

PROGRESSIVE DISCIPLINEPROGRESSIVE DISCIPLINE

A positive corrective plan, rather A positive corrective plan, rather than a negative approachthan a negative approach

OHT DP.OHT DP.1717


The proposed punishment shouldThe proposed punishment should::

• Be reasonableBe reasonable

• Fit the offenseFit the offense

• Become increasingly severe for Become increasingly severe for repeated infractions of the same repeated infractions of the same rulerule

OHT DP.OHT DP.1818

PROGRESSIVE DISCIPLINE PROGRESSIVE DISCIPLINE IS A PROCESS THAT HAS IS A PROCESS THAT HAS THE GREATEST THE GREATEST POTENTIAL TO CORRECT POTENTIAL TO CORRECT IMPROPER EMPLOYEE IMPROPER EMPLOYEE BEHAVIOR WITH MINIMAL BEHAVIOR WITH MINIMAL PUNISHMENT.PUNISHMENT.

OHT DP.OHT DP.1919

VALUE OF PROGRESSIVE VALUE OF PROGRESSIVE DISCIPLINEDISCIPLINE

• Minimum punishment necessaryMinimum punishment necessary

• FairFair

• Required to implement more severe Required to implement more severe punishmentpunishment

• Vital if action appealedVital if action appealed

• Gives employee a chanceGives employee a chance

OHT DP.OHT DP.2020


VERSUSVERSUS

ZAPPINGZAPPING

OHT DP.OHT DP.2121

TWO QUESTIONS:TWO QUESTIONS:

• Does the proposed discipline fit the Does the proposed discipline fit the violation?violation?

• Is the proposed discipline likely to Is the proposed discipline likely to correct behavior?correct behavior?

OHT DP.OHT DP.2222

TYPICAL ACTIONS CHARTTYPICAL ACTIONS CHARTOFFENSEOFFENSE FIRSTFIRST SECONDSECOND THIRDTHIRD

TardinessTardiness VerbalVerbal WarningWarning

ReprimandReprimand SuspensionSuspension(Progressive)(Progressive)

InsubordinationInsubordination SuspensionSuspension TerminationTermination

Missed AlarmMissed Alarm Warning/Warning/SuspensionSuspension

SsupensionSsupension TerminationTermination

Sloppy WorkSloppy Work WarningWarning RReprimand/eprimand/SuspensionSuspension

Suspension/Suspension/TerminationTermination

ImproperImproperConductConduct

Warning/Warning/SuspensionSuspension

Reprimand/Reprimand/SuspensionSuspension

TerminationTermination

Violation ofViolation ofSafety RegsSafety Regs

WarningWarning Reprimand/Reprimand/SuspensionSuspension

Suspension/Suspension/TerminationTermination

StealingStealing Suspension/Suspension/TerminationTermination


FightingFighting Suspension/Suspension/TerminationTermination


OHT DP.OHT DP.2323

CONSIDERATIONS WHEN CONSIDERATIONS WHEN APPLYING PROGRESSIVE APPLYING PROGRESSIVE

DISCIPLINEDISCIPLINE

• Prior violationsPrior violations

• Extenuating circumstancesExtenuating circumstances

• Seriousness of offenseSeriousness of offense

OHT DP.OHT DP.2424

STEPS IN CONDUCTING A STEPS IN CONDUCTING A DISCIPLINARY INTERVIEWDISCIPLINARY INTERVIEW

• PreparePrepare

• State case clearlyState case clearly

• Let employee respondLet employee respond

• Indicate seriousness of problemIndicate seriousness of problem

• State expectationsState expectations

OHT DP.OHT DP.2525

STEPS IN CONDUCTING A STEPS IN CONDUCTING A DISCIPLINARY INTERVIEW DISCIPLINARY INTERVIEW

(cont'd)(cont'd)

• Get commitmentGet commitment

• End on positive noteEnd on positive note

• Document actionsDocument actions

• Inform employee of appeal Inform employee of appeal proceduresprocedures

OHT DP.OHT DP.2626

Wrong:Wrong: "Firefighter Smith was verbally "Firefighter Smith was verbally warned about improper behavior on this warned about improper behavior on this date."date."

Right:Right: "Firefighter Smith was verbally "Firefighter Smith was verbally warned about his failure to check batteries warned about his failure to check batteries and fuel level in Engine #3 on this date."and fuel level in Engine #3 on this date."

OHT DP.OHT DP.2727

Wrong:Wrong: "Firefighter Smith admonished "Firefighter Smith admonished for tardiness."for tardiness."

Right:Right: "Firefighter Smith admonished for "Firefighter Smith admonished for failure to appear at roll call until 0735 failure to appear at roll call until 0735 hours this date. Firefighter Smith was 5 hours this date. Firefighter Smith was 5 minutes late."minutes late."

OHT DP.OHT DP.2828

A CHECKLIST FOR A A CHECKLIST FOR A SUCCESSFUL DISCIPLINARY SUCCESSFUL DISCIPLINARY

INTERVIEWINTERVIEW• Select proper settingSelect proper setting

• Listen Listen

• Don't interruptDon't interrupt

• Don't lose your temperDon't lose your temper

• Don't argueDon't argue

• Stick to the factsStick to the facts

• Focus on behavior, not personFocus on behavior, not person

OHT DP.OHT DP.2929

COMMON ERRORSCOMMON ERRORS

• Not clear about violationsNot clear about violations

• Improper or no documentationImproper or no documentation

OHT DP.OHT DP.3030

BIZARRE BEHAVIORBIZARRE BEHAVIOR

Behaviors which are unusual in nature Behaviors which are unusual in nature and for which there may not be and for which there may not be written rules or procedures that cover written rules or procedures that cover the behaviorthe behavior

OHT DP.OHT DP.3131


The CO needs to guard against The CO needs to guard against overreacting to the strangeness of the overreacting to the strangeness of the incident and focus on the seriousness incident and focus on the seriousness of the behaviorof the behavior

OHT DP.OHT DP.3232

BIZARRE BEHAVIOR BIZARRE BEHAVIOR CHECKLISTCHECKLIST

• Property damage?Property damage?• Work interrupted?Work interrupted?• Unsafe situation created?Unsafe situation created?• Did employee know better?Did employee know better?• Is behavior correctable?Is behavior correctable?• Was law violated?Was law violated?• Was department image damaged?Was department image damaged?• Was morale damaged?Was morale damaged?

OHT DP.OHT DP.3333

DEALING WITH BIZARRE DEALING WITH BIZARRE BEHAVIORBEHAVIOR

• Avoid inappropriate reactionsAvoid inappropriate reactions

• Follow normal proceduresFollow normal procedures

• Advise employee of appeal Advise employee of appeal proceduresprocedures

OHT DP.OHT DP.3434

• Determine policyDetermine policy

• Transmit policyTransmit policy

• Enforce new policyEnforce new policy

• Continue disciplinary actionsContinue disciplinary actions

If there is no specific rule in place,If there is no specific rule in place,management should:management should:

OHT DP.OHT DP.3535


• Avoid inappropriate reactionsAvoid inappropriate reactions

• Seek adviceSeek advice

OHT DP.OHT DP.3636

EMPLOYEE VALUESEMPLOYEE VALUES

• The proper attitudeThe proper attitude

• Willingness to workWillingness to work

• Commitment to department goalsCommitment to department goals

Wouldn't it be wonderful if all employees Wouldn't it be wonderful if all employees had:had:

OHT DP.OHT DP.3737

THREE TYPES OF THREE TYPES OF SUBORDINATESSUBORDINATES

• Employees with the same goals and Employees with the same goals and values as the departmentvalues as the department

• Employees who will adapt to Employees who will adapt to department goals and valuesdepartment goals and values

• Employees who will not adapt to Employees who will not adapt to department goals and valuesdepartment goals and values

OHT DP.OHT DP.3838

MOST MARGINAL MOST MARGINAL EMPLOYEES CAN BE EMPLOYEES CAN BE

COACHED AND COACHED AND MOTIVATED INTO MOTIVATED INTO

BECOMING PRODUCTIVE BECOMING PRODUCTIVE EMPLOYEESEMPLOYEES

OHT DP.OHT DP.3939

FINAL TIPSFINAL TIPS

• Treat every case as if it will be Treat every case as if it will be appealedappealed

• Don't keep referring to mistakesDon't keep referring to mistakes• Apply discipline consistentlyApply discipline consistently• Deal with behavior, not personalityDeal with behavior, not personality• Never discipline when angryNever discipline when angry• Reinforce good behaviorReinforce good behavior

OHT DP.OHT DP.4040

FINAL TIPS (cont'd)FINAL TIPS (cont'd)

• Set good exampleSet good example• Don't "save up" disciplineDon't "save up" discipline• Don't threatenDon't threaten• Get help for suspected substance Get help for suspected substance

abuseabuse• When in doubt, ask the chiefWhen in doubt, ask the chief• Don't play gamesDon't play games

OHT DP.OHT DP.4141

FINAL TIPS (cont'd)FINAL TIPS (cont'd)

• Don't transfer problemsDon't transfer problems

• Be familiar with union contractBe familiar with union contract

• Know rulesKnow rules

• Praise in public--criticize in privatePraise in public--criticize in private

• Admit mistakesAdmit mistakes

Documents

OHT DP.1 OBJECTIVES The participants will: Identify the value of positive discipline.Identify the value of positive discipline. Describe how to use discipline