Progressive Discipline

1. Progressive Discipline Manager Certification Workshop

2. What We’re Going to Cover • What is Progressive Discipline • Steps to Progressive Discipline • Different Forms that are used • Incident Log/Documentation • Review the Progressive Discipline Flow Chart • Difference between Level 1 and Level 2 • Review Case Scenarios

3. Mentoring & Coaching • 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”

4. Progressive Discipline • 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

5. Steps to Progressive Discipline • 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

6. Steps to Progressive Discipline 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)

7. Steps to Progressive DisciplineWhat is Disciplinary Action? 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

8. Documenting Poor Behavior • 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

9. Incident Logs • 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

10. Effective DocumentationCompleting the Incident Log • 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

11. Documentation Is Essential • 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”

12. Effective Documentation • 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”

13. Sample Incident Logs

14. Sample Incident Logs

15. Sample Incident Logs

16. Sample Incident Logs

17. Practice Writing Incident Log • 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?

18. Reviewing Food Services Disciplinary Action Flow Chart • 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

19. Disciplinary Chart Column Descriptions • 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

20. Sample Chart 902A 4. Dereliction/Inattention to Duty Level 1 Fails to meet minimum expectations for work performance

21. Sample Chart 902A 4. Dereliction/Inattention to Duty Level 2 Fraud/Failure to perform work assignments resulting in potential endangerment of health and safety (i.e. HACCP, sanitation/safety violations)

22. Case Scenarios – identify what 902A Cause and what Level (1 or 2) • Employee states, “I’m not washing those dishes B!%ch” • Employee yells at another employee and asks her, “Let’s take it outside” • Employee stole case of chicken wings • Employee fails to report work related injury • Employee is absent 25 days on 3 occasions within 3 months (no fmla)

23. What We Covered • What is Progressive Discipline • Steps to Progressive Discipline • Different Forms that are used • Incident Log/Documentation • Review the Progressive Discipline Flow Chart • Difference between Level 1 and Level 2 • Understand what to do/who to contact by using the Progressive Discipline Flow Chart