Frequently Asked Questions and Answers on Performance Improvement/Discipline
This list of Frequently Asked Questions refers to Policy
621 in the Human Resources Policy Manual.
An employee might ask:
1. My supervisor informed me that my job performance is unsatisfactory and
gave me an oral warning. I feel that my job performance has not been properly
evaluated. Am I in danger of losing my job?
An oral warning is the initial step in the application of progressive
discipline. Your supervisor should meet with you to discuss your performance
or conduct on a regular basis. Unsatisfactory performance or misconduct should
be noted and brought to your attention in a timely manner. The supervisor
should also outline for you the appropriate corrective action.
Any stage of the progressive discipline process is to be taken seriously.
Failure to correct the unsatisfactory performance or misconduct may result in
further disciplinary action, up to and including termination of employment.
However, this oral warning is the first step in the process. It should be a
"wake-up" call to you that corrective action is needed.
2. I enjoy my job but there are certain issues between my supervisor and
myself that are preventing me from doing as well as I could do. I am afraid that
I may lose my job if my performance doesn't improve. What resources are
available to address this concern?
A staff member may request counseling with a Staff and Labor Relations
Specialist concerning the problem(s) with performance or conduct. Also, the
University has a Workplace Issue Resolution Program. The Program focuses on
providing the parties involved with a set of flexible options that allow the
parties to choose a method or methods to assist in resolving their dispute
with the least amount of disruption to the underlying work relationship.
Additionally, the Program provides an opportunity to improve communication
between the parties and strengthen the work relationship.
Three options are included in the Program that can be used independently or
concurrently in the resolution of a workplace dispute:
Open Communication Philosophy
Conference/Facilitated Meetings
Mediation
The Program recognizes the importance and benefits of problem resolution by
the parties who are directly involved in the conflict and provides several
options to support that effort. All options take into consideration that the
parties to the dispute are the ones that stand the best chance of generating
solutions that are meaningful and lasting in their ongoing working
relationships.
Open Communication Philosophy - The Workplace Issue Resolution Program
strongly supports efforts for open dialogue between a staff member and his/her
supervisor by encouraging open lines of communication through the organization
and through the administrative hierarchy. This option provides the most direct
way to raise issues.
Conference/Facilitated Meetings - A conference with a trained professional
from Human Resources or one of the University Resource Offices* can assist in
determining what is an appropriate course of action for an issue. The goal of
the conference is to provide direction and assistance in the resolution of the
issues. As a result of that meeting, a member of the resource office may
facilitate a meeting to assist in resolution of the issues; assist in the
arrangement of mediation; or support attempts to go back to the school/center
to resolve the issue.
Mediation - The issue may also be addressed through mediation. Mediation is
a private and confidential process for resolving conflict that gives the
parties the opportunity to recognize and better understand each other's
perspectives, as well as develop communication skills that contribute to their
ability to undertake further workplace-related discussions. Mediation is
voluntary and both parties must agree to participate in the process. Mediation
provides an opportunity to be heard with a neutral person who is not involved
in the dispute. It allows for flexible and creative solutions that are
designed by the parties directly involved in the issue, thereby making them
easier to follow. Mediation can be initiated in two ways. A party to the
dispute may either request mediation or may be referred to mediation by Human
Resources or any other resource office. The mediators for the Program are
volunteers from the University community who have completed training and
received a certificate in mediation.
If you are interested in using any Workplace Issue Resolution option
contact Staff and Labor Relations at 898-6093.
3. How will I know what my supervisor expects of my performance?
A supervisor should discuss and document, in writing, the performance
expectations for each staff member during the introductory evaluation and
annual appraisal processes. If this has not taken place, you can initiate a
conversation with your supervisor. You can make a list of what you understand
your goals and responsibilities to be and review them with your supervisor.
4. How do I know if I am doing a good job?
Supervisors should give their staff member(s) regular feedback throughout
the year on their progress at meeting performance expectations. Make it a
point to ask your supervisor for feedback.
A supervisor might ask:
1. Prior to terminating an employee do I have go through the steps of
giving the employee an oral warning, written warning and placing them on
probation?
To ensure that an employee has every opportunity to improve job performance
with assistance from his/her supervisor, the University encourages using these
progressive steps. Steps may be omitted or repeated depending on the
frequency, severity and/or nature of performance or misconduct exhibited.
Progressive discipline or corrective action MAY NOT be imposed in situations
involving serious misconduct, which includes but is not limited to, criminal
behavior, assault, insubordination, misappropriation of funds, harassment,
discrimination, etc. Serious misconduct may result in immediate termination of
employment; however, a department may not terminate employment of a staff
member for any reason without prior review by Division of Human
Resources/Staff and Labor Relations.
2. How long must I keep an employee with unsatisfactory job performance on
probation?
The length of the probation period should be determined in consultation
with a Staff and Labor Relations Specialist. The length of the probationary
period depends on such factors as:
- Nature and scope of behavior/performance to be improved
- Work Cycle
- Amount of time needed to fully observe staff member's performance
3. When should I get Human Resources involved in the disciplinary process?
A Staff and Labor Relations Specialist is available to consult with staff
members and supervisors at any stage of the progressive disciplinary process.
However, when it is apparent that a written warning is warranted, it is
imperative for the supervisor to consult with a Staff and Labor Relations
Specialist to find out how to initiate the warning and subsequent discussion.
It is a good idea for supervisors to consult with their Staff Relations
Specialist as soon as a performance problem is identified, even before
discipline is necessary.
4. To what does the term "Serious Misconduct" refer?
Examples of serious misconduct include, but are not limited to, criminal
behavior, assault, insubordination, misappropriation of funds, falsifying
records, threats, harassment, discrimination, etc. All such cases of serious
misconduct may result in immediate termination of employment.
* University Resources
University employees covered by collective bargaining agreements should refer
to the appropriate article in their contract.