Corrective Action

Июль 25, 2022

Содержание

2. Corrective Action Objectives In this training you will learn the most effective methods to handle corrective
3. Corrective Actions Corrective vs. Disciplinary Actions A disciplinary action is guided towards misconduct such as theft,
4. Counseling Supervisors should provide early and constructive feedback to employees when performance, tasks or behaviors become
5. Types of Actions Informal Actions Work Plan Verbal Warning Letter of Expectation (LOE) Corrective Action
6. Types of Actions Informal Actions – Scenario An employee has been underperforming recently, and the supervisor
7. Types of Actions Formal Actions Letter of Warning (LOW) Demotion Suspension Dismissal Corrective Action
8. Types of Actions Formal Actions – Scenario An employee was recently given a Letter of Warning
9. Types of Actions Progressive Corrective Action Each corrective action, whether it is verbal or written, should
10. Documenting Corrective Actions Record Keeping Keep written records of discussions/meetings of inappropriate behavior or misunderstood policies.
11. Documenting Corrective Actions Scenario An employee has had continually poor performance, and you are ready to
12. Fact Finding Fact finding is the unofficial action taken by the supervisor to garner information on
13. Investigations An investigation is performed in order to determine the “who, what, when, where and why”
14. Fact Finding & Investigation Scenario A co-worker and a public visitor observed an employee allegedly stealing
15. Just Cause Employment law protects employees from unfair termination or constructive dismissals by requiring that an
16. Just Cause Helpful Questions Was the employee forewarned of the consequences of his or her actions?
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Слайд 2

Corrective Action Objectives
In this training you will learn the most effective

methods to handle corrective actions, and what actions you should take as a supervisor.
To understand the appropriate time and ways to use a corrective action.
To learn the types of corrective and disciplinary actions available to supervisors.
To understand the supervisors responsibilities, during the corrective process.

Слайд 3

Corrective Actions
Corrective vs. Disciplinary Actions
A disciplinary action is guided towards misconduct

such as theft, or violence, whereas a corrective action is based on performance (how the employee performs their duties). The easiest way to think about it is:
Corrective Action = Performance
Disciplinary Action = Misconduct

Corrective Action

Слайд 4

Counseling
Supervisors should provide early and constructive feedback to employees when performance,

tasks or behaviors become a concern. Supervisors are advised to speak to the employee in a private confidential setting and seek to understand the reasons behind the performance or behavioral issue.

Corrective Action

Слайд 5

Types of Actions
Informal Actions
Work Plan
Verbal Warning
Letter of Expectation (LOE)
Corrective Action

Слайд 6

Types of Actions
Informal Actions – Scenario
An employee has been underperforming recently,

and the supervisor has already warned them verbally once. Should they be given a Letter of Warning? What would the next steps be?
1. Contact the Staff Personnel Unit to discuss the performance issues. For many performance issues a work plan for the employee may help. The SPU will provide you with a template and tips on how to utilize the template as a means of improving performance.
2. Meet with the employee and discuss the work plan. Document the meeting thoroughly.
3. Follow up with the employee on their progress.

Corrective Action

Слайд 7

Types of Actions
Formal Actions
Letter of Warning (LOW)
Demotion
Suspension
Dismissal
Corrective Action

Слайд 8

Types of Actions
Formal Actions – Scenario
An employee was recently given a

Letter of Warning (LOW) for violating a policy regarding harassment and intimidation. The employee is still causing issues and now has represented a sexual harassment complaint. I would like to move towards dismissal at this time. What is next?
1. Work with the Staff Personnel Unit in order to determine next steps.
2. Attempt to discern any facts that you can about both situations; handle them as separate issues. Determine dates, witnesses, get statements, and take care to handle the situation confidentially.
3. The Staff Personnel Unit will work with you in separating the two issues, and finding an appropriate solution. This may not always mean dismissal, but will be fair and equitable.

Corrective Action

Слайд 9

Types of Actions
Progressive Corrective Action
Each corrective action, whether it is verbal

or written, should be progressively documented. Each action should build upon the previous action and must be documented properly in order to provide the employees the opportunity to correct the performance deficiencies or behavior.

Corrective Action

Слайд 10

Documenting Corrective Actions
Record Keeping
Keep written records of discussions/meetings of inappropriate behavior

or misunderstood policies.
Time/Date
Location
Employee Name
Employee Title
Give Reason for Meeting
List Issue or Conflict (Conduct, Performance, Attendance)
List Supervisor Expectations
List Employee Expectations
List Meeting Outcomes
Discuss Follow-Up (next meeting time, etc.)

Corrective Action

Слайд 11

Documenting Corrective Actions
Scenario
An employee has had continually poor performance, and you

are ready to take the next step into disciplinary actions, but you have lost, or did not keep your records. What’s next?
1. Collect as much information regarding the issue as you can. Find past performance appraisals, emails, notes, and attempt to write down anything you can remember for dates/times, incidents.
2. Contact Labor Relations/SPU regarding the performance issue.
3. If the information cannot be found or verified, you may be asked to start over with the employee documenting their performance issues.
4. Continue to work with your LR/SPU contact regarding the performance issues. We can give you tips, trainings, and further information on next steps.

Corrective Action

Слайд 12

Fact Finding
Fact finding is the unofficial action taken by the supervisor

to garner information on an incident and relay that information to the Staff Personnel Unit. This can mean reviewing performance records, privately talking to employees or writing down witness comments. Feel free to discuss any concerns you may have with the SPU.

Corrective Action

Слайд 13

Investigations
An investigation is performed in order to determine the “who, what,

when, where and why” of an incident as well as to determine what needs to happen next. This is an official action taken by the Staff Personnel Unit.
In some circumstances the University may place an employee on paid investigatory leave without prior notice in order to review or investigate allegations of employee misconduct which warrant relieving the employee immediately from all work duties and removing the employee from the premises.

Corrective Action

Слайд 14

Fact Finding & Investigation
Scenario
A co-worker and a public visitor observed an

employee allegedly stealing University property. Would fact finding or an investigation be the more appropriate step?
A combination of both actions is appropriate. As the supervisor, it is your responsibility to discuss the issue with the witnesses, and with the employee involved in the allegation.
Ask pointed questions, act confidentially, and share all information found with the Staff Personnel Unit in order for them to move forward with an investigation.

Corrective Action

Слайд 15

Just Cause
Employment law protects employees from unfair termination or constructive dismissals

by requiring that an employer must prove “just cause” before any employee discipline, including dismissal.
Just cause is a standard that says an employer must prove inappropriate activities occurred such as violation of policy, or rule, in order to interpret the dismissal or disciplinary action as justified.

Corrective Action

Слайд 16

Just Cause
Helpful Questions
Was the employee forewarned of the consequences of his

or her actions?
Are the employer's rules reasonably related to business efficiency and performance the employer might reasonably expect from the employee?
Was an effort made before discharge to determine whether the employee was guilty as charged?
Was the investigation conducted fairly and objectively?
Did the employer obtain substantial evidence of the employee's guilt?
Were the rules applied fairly and without discrimination?
Was the degree of discipline reasonably related to the seriousness of the employee's offense and the employee's past record?

Corrective Action

Corrective Action

Содержание

Corrective Action ObjectivesIn this training you will learn the most effective

Corrective ActionsCorrective vs. Disciplinary ActionsA disciplinary action is guided towards misconduct

CounselingSupervisors should provide early and constructive feedback to employees when performance,

Types of ActionsInformal ActionsWork PlanVerbal WarningLetter of Expectation (LOE)Corrective Action

Types of ActionsInformal Actions – ScenarioAn employee has been underperforming recently,

Types of ActionsFormal ActionsLetter of Warning (LOW)DemotionSuspensionDismissalCorrective Action

Types of ActionsFormal Actions – ScenarioAn employee was recently given a

Types of ActionsProgressive Corrective ActionEach corrective action, whether it is verbal

Documenting Corrective ActionsRecord KeepingKeep written records of discussions/meetings of inappropriate behavior

Documenting Corrective ActionsScenarioAn employee has had continually poor performance, and you

Fact FindingFact finding is the unofficial action taken by the supervisor

InvestigationsAn investigation is performed in order to determine the “who, what,

Fact Finding & InvestigationScenarioA co-worker and a public visitor observed an

Just CauseEmployment law protects employees from unfair termination or constructive dismissals

Just CauseHelpful QuestionsWas the employee forewarned of the consequences of his

Похожие презентации

Corrective Action Objectives
In this training you will learn the most effective

Corrective Actions
Corrective vs. Disciplinary Actions
A disciplinary action is guided towards misconduct

Counseling
Supervisors should provide early and constructive feedback to employees when performance,

Types of Actions
Informal Actions
Work Plan
Verbal Warning
Letter of Expectation (LOE)
Corrective Action

Types of Actions
Informal Actions – Scenario
An employee has been underperforming recently,

Types of Actions
Formal Actions
Letter of Warning (LOW)
Demotion
Suspension
Dismissal
Corrective Action

Types of Actions
Formal Actions – Scenario
An employee was recently given a

Types of Actions
Progressive Corrective Action
Each corrective action, whether it is verbal

Documenting Corrective Actions
Record Keeping
Keep written records of discussions/meetings of inappropriate behavior

Documenting Corrective Actions
Scenario
An employee has had continually poor performance, and you

Fact Finding
Fact finding is the unofficial action taken by the supervisor

Investigations
An investigation is performed in order to determine the “who, what,

Fact Finding & Investigation
Scenario
A co-worker and a public visitor observed an

Just Cause
Employment law protects employees from unfair termination or constructive dismissals

Just Cause
Helpful Questions
Was the employee forewarned of the consequences of his