Disciplinary Process

informal verbal counseling define

verbal instruction or warning to an employee that performance is below standard

corrective counseling confirmation memorandum define

warning summary memo from a formal counseling interview , includes dialogue between supervisor and employee. this is last step and is a warnign that further occurance will result in dsiciplanary action

Temporary employees are what? CAN THEY APPEAL?

TAP- ARE PER DIEM, MAY BE RELEASE AT ANY TIME, POSSESS NO INTERNAL APPEAL RIGHTS. AT WILL EMPLOYEES ALSO MAY BE RELEASED AT ANY TIME AND LIKEWISE POSSESS NO INTERNAL APPEAL RIGHTS

all disciplinary memoranda including warnings , must be written so the employe is fairly infomred about what they did wrong, exept for what ? .

for all memorandum except the corrective counseling confirmation memo, write the memo in second person using action words like you did, you said, you wrote, you failed to , you threatened

employee comes to work with alcohol and they are impaired, how handle

inform HR and employee assistnace program,counsel county program

what if employee is going through diverose, and they are depressed , low productivity, how handle

inform of employe assitna program, explain how they must separte work and perosnal life, and that your are relying on them for work

corrective memo definition

informs employee that task is done incorrectly or improper behaviors are stilll ocuring. this is a warning that future occurrences may result in disciplinary action and requires correction of performance.

define action letter

informs the employee of what discipline is being imposed and when an action is actually taking place . informs him of right to appeal

poor performance must be documented and corrected, the responsibility lies with _______?, what do you document ?

lies with the supervisor is it a performance issue? is it a conduct/behavior issue ?

anytime the department anticipates giving an employee an overall rating of unacceptable or improvement needed, what needs to happen

notifiy personnel department and seek their review and support of the evaluation. should include a plan in writting for the employee to improve.

How do you plan to go by an example for your subordinates?

sticking to the rules, follow MOU, deparment polies , working hard, and even plan to participate in all types of inspections that the team does to understand ins and outs of their work.

What are your strengths as a supervisor?

strong work ethci deligent , organization and planning skills, flexible and adaptable, gathering analyzing managing information, training, team work, reliable , dependable

what do you do when you give a substandard evaluation ?

substandard overall evaluation complete a performance imporvement plan (pip) pip template is located on DPSS intranet HR site in disciplinary action templates. Pre-discipline / discipline No is the time to consult with HR

ow do you deal with pressure or stressful situations?

take deept breaths, make a to do list,

what are the stages of building a tema, how do you handle a person who is assignd o a team but is not doing their part

tell them that they are important part of team and relying on them to contribute, value their input, seek to understand a underlying issue, develop a recoveral plan, implement and review

for strictly administrative infractions, employees should be put on notice even prior to any potential disciplinary problemsT/F

true

the corrective counseling session is the final warning prior formal disciplinary action. it is followed up with a corrrective counseling confirmation memo T/F

true

the county dsiciplinary appeal procedure is in the contract between the unions and the countyT/F

true

union rep or county employees designated by SEIU as union stewards may represent employee in dsiciplinary meeting and hearingT/F

true

warning memo and written reprimand are to have a title at the top of the document

true

how do you handle conflict with people you supervise

try to avoid conflicts. But if there is no way to avoid a conflict, or if you fail to avoid it, you will try to understand the perspective of the other person. Eventually you will find a solution that will be good for the entire team-and not only for you. try to organize small team buildingevens my subordinate .

How would you motivate your team members to produce the best possible results?

trying to motivate the team as a whole, organizing team building events, building good relationships with the workers, ensuring they feel good in work and receive positive feedback when they do a good job

evaluation rate job performance as ? (5)

unacceptable improvement needed meets performance standards (satisfactory) exceeds performance standards outstanding

due process is course of formal procedure carried out to established rules set forth in what are the protected rights ?

union MOU, coutny eprsonnel regulations, employee discipline guide, state employment guide. protected rights are to know charges, respond to charges, representation , and to appeal

sexual harrassment is defined as what

unsolicited and unwelcome sexual advance of a severe and or pervasive nature, any form of communication or condcut that is sexually suggestive.

what if employee is falsefying hourse

use progressive discipline program prevent action ( set rules goals, standards , objective. train motivate, encourage. foster open lines of communication. monitor perforace. lead by example. employ a good evaluation program) , corrective action ( train, instruct, motivate, remind, cousel, refer to polices and standars, oral warning is informal, written warning is formal , adverse (second oral warning, written warning, suspension ,reduction ,demotion, dismissla) ,. consider rehabilitation, deparment policy and practice, severity of punishment fit the offense,

performance evaluation define

usually annualy. no less than 90 days.

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c-27 who do you notify?when is law enforcement notified ?in a senerio that such even took place, what do you need to file as superivisor ?>

workplace violance , threated, securities ZERO TEOLERANCE. OSHA requier all to have injury, illness prevention program IIPP for hazards of work. no personal shall engage, or make threats of violence, implied, actual , directo , indirect ect. agressive or hostile behavior .damage county property, posses weapon, suxual harassment or domestice violance motivated. all dangerous notiy supervior, county HR, safety office . supervisors mush report all incident of actual violance to local law enforcemtn for weapons when deemed necessary. provide safety to victims, contact management , hr, employee relations and county safety. know zero tolerance standards. all employees must hvae safety office workplace violence training program. complete workplkace incident report agains employee

how do you prepare a corrective counseling confirmation memorandum

write to confirm what took place in the corrective counseling session, also using action words : I said, you said, you replied, you agreed, we discussed, we agreed

what is the formal disciplinary process?

written reprimand (first level of formal discipline, cannot be appealed by seiu ) suspension reprimand in liue of suspension (exempt employees) pay reduction demotion (only when it cures the problem) termination

what is a written reprimand

written reprimand - first level of formal discipline. it is written to censure of an employee that may be given with no prior warning or counseling if warrented by facts. produced by HR. have employee sign it , stays in personal file. if they refuse write refused to sign, and place it in file. do no argue. includes info like date, expalin problem or infraction, reason its unacceptable, statmetn of impacton on the work of the department, instructurions to follow the future, time frame for improvement, history of any prior conunsline or infraction, warning of consequences if no improvement, descirption of any appeal rights

what are the forms of formal disciplinary process

written reprimand= first formal elvel , letter prepared by hr suspension/pay reduction/demotion/termination- result in loss of pay, due process must be followed

What do you think about starting a relationship with one of your subordinates, outside of work? Do you consider it right?

yes and no. Good relationships outside of work can help to improve the atmosphere in a team, which nearly always leads to better results. on the other hand, it is possible to let emotions control decision in work. i would personally choose to not have relationship outside of work.

what are the tools you can use

your chaing of command, disciplinary process manual, hr service team, supervisor /managemetn academy courses. role as supervisor is critical to the development of a strong county workforce . good supervision is key to good performance

WHAT ARE PROBATIONARY EMPLOYEES, WHEN CAN THEY BE RELEASED, DO THEY HAVE RIGHTS?

* HAVE NOT COMPLETED THEIR PROVATIONARY PERIOD ( 90 DAT, , 6 MONTH, ON YEAR ) MAY BE RELEASED AT ANY TIME WILL RECEIVE OFFICIAL WRITTEN OTICE OF RELEASE HAVE NO INTERNAL APPEAL RIGHTS

what do you do if employee is driving while intoxicated on count car or county time ?

?

in serious cases, like dishonest, insubordination, being under the influence of drugs or alcohol, workplace violence , you proceed with the following what are the 4 steps in disciplinary process

1. communicate the performance deficienty and or failure to meet performance standards in a directive or corrective memo, 2. formally couseling , , normaly followed up by corrective counseling confirmation memor CCCM 3. issuing a formal written reprimand 4. successively disciplinary actions ( suspension, reduction in pay, demotion, termination)

if thas come to attention that one of employee may have been invoved in improper conduct. what steps do you take to get the facts if disciplinary action may have been taken

1. determine if the improper conduct lay withing supervioosry purview. give the employee an opprotunity to tell their story, chekc with superviosr, investigation all info, document the entire process, consult with commissioner. if disciplinary action is appropriate follow steps of progressive discipline, refer to past history, look for indications of the awareness of improper conduct, does this problem require proffessional help, consider the circumstances and prior infraction, remmemebr the severity of discipine must fit the severity of the infraction, . if employee err follow corrective action ,if willful disobediecne follow disciplinary action

what is the timeline for disciplinary proces ?

1. issue PE/PIP- CCCM 2.IsSue PE/PIP-WRITTEN REPRIMAND (90 days from step 1) 3.isssue PE/PIP- 2nd written reprimand , last warning, 90 days from step 2 4.issue PE, demotion/termination, 90 days from step 3

you are a new supervisor, previous district is know for being lax, undisciplined, inefficient and suffering from low self esteem and poor public image, what do you do

1. understand the problem -understand how the problem began, talk with staff, review personnel records 2. compare work histroy- determine goals a,d mission, 3. develop recovery plan-set policy and goals, procedure, addres /define problem/ take impute , train , review, improve. set goals ,standars performance, establist incentives tied to performance. establish monitoring plan

WHAT ARE THE STEPS FOR PROGRESSIVE DISCIPLINE?

1.) COMMUNICATE THE ISSUE ( PERFORAMANCE OR CONDCUT ) WITH VERBAL COUNSELING-INFORMAL AND DOCUEMTNED IN YOUR SUPERVISOR WORKING FIEL. 2.DIRECTIVE MEMO 3. CORRECTIVE MEME 4. FORMAL COUNSELING FOLLWED BY CCCM 5. WRITTEN REPRIMAND 6. SUSPENSION/PAY REUDCTION 7. DEMOTION 8. TERMINATION

SEVEN ELEMENTS OF JUST CAUSE ?

1.NOTICE- was the employee given advance notice of possible or probable disciplinary consequence of hir or her conduct 2. WAS THE RULE REASONABLE ( RELATED TO THE DEPARTMETN OPERATION OR PERFORMANE THAT IS PROPERLY EXPECTED FROM EMPLOYEES. 3.WAS THERE AN INVSTIGATION, did the deparment investigatif the employee did in fact violate or disobey a rule or order of managemetn 4. WAS THE INVESTIGATION CONDUCTED FARIRLY and objectively 5. WAS SUBSTANTIAL EVIDEN OR PROOF OBTAINEDto show that the employee engaged in the alleged misconduct 6. WERE RULES AND DISCIPLINE APPLIED -CONSISTENTLY AND WITHOUGHT DISCRIMINATION, has the county applied rules order and penalties evenhandledly and withough discrimnation to all employees 7. WAS DISCIPLINE REASONABLE GIVEN THE SERIOUSNESS OF THE OFFense AND THE EMPLOYEES RECORD/LENGH OF SERVICE,

C-10

ALCOHOL AND DRUG ABUSE POLICY concern is that employee are in a condition to perform their duties safely and efficiently, in the interest of felow workers and public. not under the abuse during work, at work locations, or while on duty, or possess controlled substances or prescription drugs withouth a prescription while on duty. while the use of medically prescripbed medications and drugs is not per se a vioaltion, failure to notify supervisor before beginning work, when taking medication which could interfere with teh safe and effective performance of duties or operation of county equipment can results in discipline, up to and including termination. medical clearance from a qualified physicision may be required.

CAUSES FOR DISCIPLINE(A-Q) , WHAT ARTICLE

ARTICLE XI. A. DISHONESTY B. INCOMPETENCE C. INEFFICIENCY OR NEGLIGENCE IN PERFORMANCE OF DUTIES D. NEGLECT OF DUTY E. INSUBORDIANTION F.WILLFUL VIOLATION OF AN EMPLOYEE REGULATION PRESCIRBED BY THE BOARD OF SUPERVISORS OR THE HEAD OF THE DEPARTMENT IN WHICH THE EMPLOYEE IS EMPLOYED,knowledge of policy is shown by a records in ther personal file that hte employee received the ply or attended the metting G. ABSENCE WITHOUT LEAVE H. CONVICTION OF EITHER A FELONY, OR ANY OFFENSE , MISDEMEANOR OR FELONY INVOLVING MORAL TURPTUDE OR ANY OFFICE IN CONNECTION WITH OR AFFECTING THE EMPLOYEE DUTIES OTHER THAN MINOR TRAFFIC VIOLATIONS. ( any type of feonly, misdemeanor related to employee duties for the county involving moral turpitude, or any offinse including statutory offenses that involve the employees duties for the county I. DISCOURTEOUS TREATMENT OF THE PUBLIC OR OTHER EMPLOYEES J. POLITICAL ACTIVITY IN VIOLATION OF FEDERAL OR STATE LAW, specific violations of election laws K. PHYSICAL OR MEntal UNFITNESS TO PERFORmance ASSIGNED DUTIES , after appropriate medical or psychological examination , unable to perform L. MAKING A MATERIAL MISREPRESENTATION IN CONNECTION WITH OBTAINING OR MAINTAINING EMPLOYMENT OR POSITION,MISSTATING QUALIFICATION ON RESUME M. CONDUCT EITHER DURING OR OUTSIDE OF DUTY HOURS WHICH ADVERSELY AFFECTS TEH EMPLOYEE JOB PERFORMANCE OR OPERATION OF THE DEPARTMENT IN WHICH THE EMPLOYEES IS EMPLOYED. THIS MUST BE INCLUDED EVERYTIME IN ORDER TO SUPPORT A CASE FOR DISCIPLINE. N. FAILURE TO MAINTAIN THE LICENSE, REGISTRATION, CERTIFICATE, PROFESSIONAL QUALIFICATIONS, EDUCATION, OR ELIGIBILITY REQUIRED FOR THE EMPLOYEES CLASSIFICATION WHEN THE FAILURE OF THE EMPLOYEE TO MAINTAIN SUCH REQUIREMENT ADVERSELY AFFECTS THE EMPLOYEE ABILITY TO PERFORM THE JOB OR THE PERFORMANCE OF THE DEPARTMENT O. SUBSTANCE ABUSE IN VIOLATION OF COUNTY OF RIVERSIDE ALCOHOL AND DRUG ABUSE POLICY P. VIOLATION OF THE COUNTY ANTI-VIOLENCE IN THE WORKPLACE POLICY C-27, ZERO TOLERANCE , INTENTIONAL DAMAGE TO COUNTY PROPERTY ., POSSESS WEAPONS ON COUNTY PROPERTY, INVESTIGATED BY HR AND HR RECCOMENDE LEVEL OF DISCIPLINE Q. VIOLATIONS OF THE COUNTY SEXUAL HARASSMENT POLICY

OJT- WHO DETERMINES WHEN TRAINING IS COMPLETE

ASK SPEIFIC QUESTIONS ABOUT PROCEDURES . OBSERVI E THE EMPLOYEE PERFORMATIN THE PROCEDRUE. CLOSELY REVIEW THE WORK ON DAILY, WEEKLY, OR BI WEEKLY BASIS. THE SUPERVISOR DETERMINES WHEN TRAINING IS COMPLETE NO THE EMPLOYEE.

what characterize a great supervisor

Alternatively you can say that great supervisor maintains the highest possible productivity and motivation of the team (or of each team member), and helps the district to achieve their goals on an ongoing basis.

Why do you think you can become a good supervisor?

Because you have the skills and abilities a good supervisor has (observational skills,goal oriented mindset), because you are motivated to work hard

WHAT ARE THE DESK PROCEDURES FOR OFFICE ASSISTANT II

BACK UP RECEPTIONITH LABLR ENTRY 1.DAILY PROCEDURES LOGGING ON DESTOK COMPUTER INVOICE ENTRY RUNNIN ACTIVE LIST LABOR ENTRY FOR OPERATORS LABOR ENTRY FOR MECHANICS DAILY WORK ORDER CLOSE OUT MONTHLY REPORT CLOSE OUT YEARLY REPORT CLOSE OUT RECEPTION/CUSTOEMR SERVICE DUTIES OTHER ADMIN , CLERICAL, AND OFFICE DUTIES AS REUIRED

ROLE THE THE SUPERVISOR

BE AWARE OF THE JOB and performance. identify problem employees. clearly communicate work rules to employees make your expectations clear call immediate attention to any workplace infractions address any problem in performance or conduct as soon as you are made aware a problem exists. meet your employees to correct or improve deal objectively situation be aware of MOU related to discipline (informal/formal) be aware of the representation rights recognize , handle , and make recommendations in cases where discipline is appropriate. apply formal discipline consistently. know the chain of command. Be able to evaluate performance of all subordinates employees consistent with board policy C-21.

WHAT STEPS DO YOU TAKE TO SOLVE A CONFLICT RESOLUTION

BRING INVOLVED EMPLOYEES TOGETHER TO DISCUSS. LISTEN WITH AN OPEN MIND TO ALL SIDES OF THE ISSUE. DECIDE ON A SOLUTION, PREFERABLE THROUGH MEDITATION GUIDED BY YOU. FOR POLICY DECISION OR OTHER RELATED MATTERS, CONFER WITH YOUR CHAIN OF COMMAND FIRST. TRY TO MEDIATE A SOLUTION BETWEEN THEM RATHER THAN RESOLVING THE PROBLEM FOR THEM . IF THE SOLUTION INVOLVED A POLICY DECISION OR OTHER UNIT EMPLOYEES, THE DECISION SHOULD BE POSTPONED UNTIL YOU HAVE AN OPPORTUNITY TO DISCUSS IT WITH OUR MANAGER OR OTHER EMPLOYEES

IS ARE EXAMPLE OF FORMAL TRAINING

CAREER DEVELOMENT COURSES. SEMINARS, E-LEARNING, COMMUNITY COLEGE, CAL STATE, UCR, CBU, U OF R, LLU

WHAT IS FORMAL DISCIPLINE? WHAT ARE SOME EXAMPLES OF ISSUES IN WHICH YOU WILL DO FORMAL DISCIPLINE ?

CERTAIN ISSUES MAY WARRENT FORMAL DISCIPLINARY ACTION AT THE LEVEL OF SUSPENSION OR HIGHER FOR THE FIRST OFFENSE. CALL YOUR HR SERVICE TEAM FOR GUIDANCE. SOME EXAMPLES ARE : THEFT /DISHONESY,DRUG OR ALCOHOL ABUSE, FORGERY, WORKPLACE VIOLATONS, SEXUAL HARRASSMENT, TRUE INSUBORDIATION

how do you assel the level of motivation of your subordinates

Choosing the right metrics (or goals), and comparing productivity of everyone on a daily basis, is a great answer. You can also say that you would talk to your people regularly, trying to get feedback, and understand whether they are satisfied with their jobs, and motivated to work hard.

What's a time you disagreed with a decision that was made at work?

Manager wanted to implement an enforcement action that was go following code section, i printed the code section and expalined why it had to be enforced in a difrent way, it turned out to be a productive

A-50

ELECTRONIC MEDIA AND USE POLICY EMAIL, internet, voicemail,fax,et,. note that the stuff we use is not private. all electronic media is public information. violations are transmittal of any material or communication in violation of any federal state or local law ordinance or reguatlion,offensive material that is sexual racial or ethnic commens, jokes , or slurs, misrepresent an employees true identity, improper downloading accessing or transmittal of copyrighted info, ect. do no disclose your username or passwords to anyone. departments shall notify executive office and county counsel of any request to produce copies or provide access to e-mail messeges.

WHAT IF BOS MEMBER CALLS AND QUESTIONS THE VALIDY OF CITATION, HOW DO YOU HANDLER THIS

EXPALIN THE SITUATION WILL BE LOOKED AT , SPEAK TO INSPECTOR, CODE SEHEET FOR ENFORCEMENT, IF VALID EXPLAIN RESPONSIBLE FOR EQUITABLE ENFORCEMENT

C-25, how soon do you provide training ?

HARASSMENT POLICY AND COMPLAINT PROCEDURE. basis color, race, origin, ancestry, religion,sex, age, physical disability, mental disability, medical condition, martial status, pregnancy, or sexual oritneation is not tolerated. includes speech, slurs, jokes, assault, impeding or blocking movement, or offensive touching, pinching grabbing, patting, propositioning, ,unwated sexual advances request favors or other . camplain to superviosr , managemetn, hr. department head shall notifiy HR immediatly. follow countys internal discrimination complaint procedure . provide training to all personell. file complaint withing 90 days.set the exmple, update training , take all complaints seriously, provide the complainant with the c-25 policy, and report with acordance with internal discrimination complaint procedrue,post federal and state harassment or dsicrimination in employment is prohibited by law poster , provide sexual harrassment the facts about sexual harrasment is forbidden by law brochures to all employees

HOW DO YOU ADRESSS ISSUES OF CONDUCT OR PERFORMANCE WITH REGULAR EMPLOYEES

HAVE COMPLETED THE PROBATION PERIOD. HAVE FULL INTERNAL APPEAL RIGHTS. OTHER THAN FOR THE MOST EGREGIOUS INFRACTIONS, SUCH AS THEFT, PHYSICAL VIOLATIONS, OR A DIRECT THREAT TO KILL OR DO HARM, PROGRESSIVE DISCIPLINE IS REQUIRED TO ADDRESS ISSUES OF CONDUCT AND OR PERFORMANCE

WHO PREPARES FORMAL DISCIPLINARY DOCUMENTS SUCH AS WRITTEN REPRIMANDS, INTENT LETTERS, AND ACTION LETTERS

HR

what do you consider to be your weaknes

I am naturally shy. Specially when I am in large crowds, however, by continuing to participate in many training and outreach events i strive to overcome that.

WHAT IF EXPECTIONS ARE NOT MET FROM THE EMPLOYEE

INFORMAL COUNSELING conducted in private and you BRING THE PROBLEM TO THE EMPLOYEES ATTENTION. FOCUS ON HELPING THE EMPLOYEE,so be sure to listen to the employee. FOCUS ON THE FACTS, BE CONSISTNE AND OBJECTIVE with your feedback, discuss how their failure to meet expectations is affecting their ability to do thier job, summarize with desired outcome and explain next steps and possible consequencse if imporvemtn is not occured., DOCUMENT YOUR MEETING WITH THE EMPLYEE..,

HOW DO YOU HANDLE COMPLAINTS, HOW DO YOU HANDLER SEXUAL HARRASSMENT COMPLAINT

INVETIGAT AND RESOLVE IMMEDIATLY. SEXUAL HARRASSMENT -BOS POLICY C-25-CONTACT HR WORKPLACE VILATIONS -BOS POLICY C-27 RECOMEMND EAP FOR PERSONAL PROBLEMS FOR ALCOHOL OR DRUG CALL HR AND EMPLOYEE ASSISTANT PROGRAM

WHAT IF A GROWER TELLS THAT INSPCTOR HAS BEEN SKING FOR PRODUCE EVERY TIME THEY ARE INSPECTOR, AND THEY ARE TIRED OF IT , HOW DO YO UHANDLE IT

Investigate, interview inspector, look at personal history. discuss conflict of interest , progressive discipline

WHAT TOPICS ARE COVERED IN DIVISION STAFF MEETING AGENDA (7)

LETTER FROM JOHN THANKING US FOR ASSITANCE 2. BUDGET CUTBCKS/PRIORITIES 3. NEW PROCEDURES FOR MAIL DISTRUCI 4. REPORT SOFTWARE UPDATE REVIEW POLICY REGARING PERSONAL USE OF EQUIPMENT UPDATE HOLIDAY PARTY COMMITE OLD BUSINESS SIGN IN SHEET FOR DIVISION MEETING YOU CAN HAVE EMPLOYEE DOCUMENT SIGN IN SHEET THAT THEY RECEIVED POLICY MANUAL, POLICY OR PROCEDURE UPDATE, OR OTHER DEPARTMENT DIRECTINE. A SIGNED IN THEIR PRSONELL FILE IS EFFECTIVE DOCUMENTION THAT EMPLOYEES HVE BEEN PUT ON NOTICE.

What do you think we could do better or differently?

Set clear expectations for all team members to reach district goals, WHICH comes hand in hand with training. . Work with staff to make sure that all tasks are being worked up to standard with each program.

WHAT ARE THE FORMAL TRAINING STEPS

ORIENTATION DESK PROCEDURES(expalin function of job, details priorities, identifieds documentation flow, specific the performance standards for te particular job, and exaplins the purpose of job) POLICY MANUALS-have employee initial that they received and reviewed policy manual STAFF MEETINGS- should review policie and proceduer, sigh in sheet, OJT-THE SUPERVISOR, NO THE EMPLOYEE, DETERMINES WHEN TRAINING IS COMPLETE FORMAL TRAINING

c-24

PREEMPLOYMENT DRUG AND ALCOHOL TESTING. DISQUALIFIED IF DRUGS TEST POSITIVE OR PRESCRIPTION DRUGS, UNLESS A DOCTOR PROVIDES IN WRITTING THAT THE DRUGS DO NOT INTERFERE WITH WORK. FOR MARIJUANA IF THEY HAVE A MEDICAL REASON NOT DISQUALIFIED.

HOW IS PROBATIONARY EMPLOYMENT PART OF THE HIRING PROCESS

PROBATIONARY PERIOD IS EXTENSION OF HIRING PROCESS. IT MAKES YOUR EXPECTATIONS CLEAR. DOES THE EMPLOYEE HAVE THE SKILLS TO DO THE JOB? IS THERE A PROBLEM WITH ATTENDANCE OR CONDUCT ? IS SO RELEASE THE EMPLOYEE. DO NO SETTLE FOR MEDIOCRITY. DO NO WAIT UNTIL THE LAST MINUTE

WHO DO YOU PREVENT DISCIPLINE

SET CLEAR EXPECTATIONS, SET A GOOD EXAMPLE, BE APPROACHABLE, APPRECIATION AND ENCOURAGEMENT, COMMUNICAITON, PRODUCTIVE AND SAFE WORK ENVIRONMENT, SEEK FEEBACK FROM EMPLOYEES

intent letter definition

SKELLY LETTER. advises employee of the department intent to take a proposed disciplinary action, the basis for such proposed action, and the employees right to responds to the action withing a time period

WHO ARE THE KEY PARTISIPANS IN FORMAL DISCIPLINE ?

SUPERVISOR, DEPARTMENT MANAGEMENT, HUMAN RESOURCES DEPARTMENT, UNIONS

how do you imagine a typical day of a supervisor in your district ?

Start the days with typical office desk duties, check e-mail, missed phone calls. . Take a proactive approach to work by delegating task as needed, communicate with subordinates, get feedback on the work they do , find areas of improvement. Of course, be available to management for any support or duties that need to be handled.

written reprimand definition

first formal disciplinary step. reprimand is placed in the employees official personal file and may be appealed.

what do you consider to be the role of supervisor

The primary role of the supervisor is to plan, coordinate and oversee a group or team of people to efficiently use available resources and maximize productivity in order to achieve set objectives.

what are the aspects of a well run public office

To have staff conduct helpful service without unnecessary delay public and industry. This is achived by making sure staff is up do date with training and changes in procedures with various programs. This is all because staff needs to be informed with the most current information to be able to help the industry and public.

WHAT IS THE DEFINITION OF CAUSE

WITH CAUSE REQUIRES ESTABLISHMENT OF A LEGALLY DEFENSIBLE BASIS FOR DISCIPLINARY ACTION TAKEN AGAINS A REGULAR EMPLOYEE. WITHOUGHT AUSE PERMITS TERMINATION OF PER DIEM, PROBATIONARY, AT-WILL,M TEMPORARY AND ALL OTHER NON PERMANENT EMPLOYEES WITHOUGH ESTABLISHMENT OF ANY CAUSE

what are essential qualities of a good supervisor

a good supervisor has to be good at planing and organizing. Be able to detlegate work as needed, be available for problem solving and decision making. Must be motivating to staff members, make staff feel confendent in their work and that they can rely on the supervisor for support.

some infractions warrent .. how long is a suspension good up to ?

a suspension ( unpaid removal, up to 40 days ), pay reduction, demotion or even termination on the first office call HR,

what is leadership, define a good leader

ability to unite a team in order to accomplish a good task , communicate , delegate, lead by examople, organize/prioritize

what do you considere the main goals of a supervisor

achieve goals of the district , meeting the numbers of PUE work plan and meet the mandates of weights and measures. while maintain high motivation and enthusiasm in the workplace, to ensure everyone works to their full potential, and to take care of any problems that arise in the workplace, or between the workers, such as conflict, loss of motivation, and other problems.

Can you define your supervisory style?

adaptability, ability to adapt your style to the circumstance, demands of the task and person involved is what defines a supervisory style. Supervisory style should be particularly appropriate to the situation at hand.

in preparing for paperwork in summary , one must write...

all disciplinary memoranda must be written to fairly inform the employee of what the employee is alleged to have done wrong. warning memoranda and written reprimands mut have a title at the top. for all memoranda and written repirmands must have a title at the top. for all memoranda except the corrective counseling confiratmion memorandum write the docuemtn in second person using action words. use the corrective counseling confirmation memo to document what took place in the corrective counseling session

describe how absence withough leave is a cause for discipline

an employee must be absent withough pay in order to be absent without leave. if the employee is permitted to use sick leave or other leave balances to cover the period of absence then the leave is aprpoved and no discipline can attach. for example if the employee calls in sick and is told see you tomarrow by the supervisor then the leave has been approved. in order for that employee to be AWOL the supervisor must responsd you have an insuffiricent leave balance so either report to work or you will be considered absent withought leave. on the other hand being absent withough pay is not a cauase for dsicipline standing alone.

arbitration

another name for disciplinary appeal hearing in the disciplinary process

T/F simple tardiness and workplace violate are two serious infraction that might call for immediate termination

false

T/F the first step of progressive discipline is usually a written reprimand

false

what if you are called about employee seen park their county vehicle at a house for many hours, how do you handle

ask for specific dates, times, crosscheck with daily reports , descripton fo employee, vehicle id, interview employee, implremetn progressive discippie

inspector tells you that they are dealing with very irate customer, the inspector tells your they are swearing, and wont listen and want to speak with supervisor how do you handle

ask inspector for background info, speak with customer , remain calm, explain policies, be direct and firm and sympathetic

the burdern of proff is on who?

burden of proof is on the supervisor. cause of discipline, you must be able to present evidence to support the charge, employee was put on a notice, examples of unacceptable behavior provided, expectations were clearly explained, assistance was offered, employee was warned of consequences, employee had an opportunity to improve, discipline is appropriate the panality must fit the crime.

who decides on appropriate level of dsicipline

by HR. the team memebr will prepare a report and propose a leve lof discipline to the department. your interviewed in the process and may be consulted on the appropriate level of discipline.

disciplinary documents do not have to be clear as to what infractions are alleged to have taken place. T/F

false

what is informal communication in terms of disciplinary process

communicating performance deficiency . discuss the problems with the involved employeees, listen with an open mind, and try to mediate the problem

what are employee defenses

condonation ( absence of corrective action for the same misconduct in thepast led the employee to believe that the conduct was permitted ) , disparate treatment ( inconsistant with other employees making the same offense) , forgiveness (minimal corrective action taken at the time of the incident led the employee to believe that the misconduct had been delat with and now was forgiven. the employee argues that the department cannot implement more severe discipline at a later date ) , too severe ( too severe, did not review all facts or considerations prior to recommending discipline ) , conspiracy ( department purposely trying to get rid of employee), retaliation ( employee has taken protective action and the current discipline is in retaliation for previous action ) , lack of training

role of HR

consult with the department , coaches sup and managemetn . coordinate and consult department as needed for informal and formal discipline. coach supervisor and managers with informal discipline. investigate and report on misconduct that may involve formal discipline as well as workplace violence and discrimination complaints. review and recommend appropriate action when formal discipline is required. assist with Skelly procedures

what do you do in counseling interviews

cool off first .wathc your approach-body languate. onduct interview in private .listen.eap = your are not the employee personal counserler. assume responsibility ( do no apoligize for disciplining, its your job ) /.recognize the effect on tehir employee, keep in mind that the impact your meeting has on other employee. rule violations or inappropriate behaviors should not be brushed off or ignored ). summarize the interview- summarize the employeesexplanation in your own words and to the employees satifiscation , encourage the employee tell you his understanding of the outcome of the interview. .explain and clarify the required improvement ( be sure the employee understand to be achieved and time fram be supportive ) . explain the next step (consequenses, but do no threaten, let them know of hte inappropriate behavior. if formal discipline is to follow do not give impression tha the matter is concluded, let the employee know that HR will follow up ). seek outside hel from management or HR./ written summary documentation is cirtiical to follow up. maintain your supervisor working files.

what if employee is not servicing traps, how do you handle

counsel employee, perhaps lack of training, emphasize expectations, implement progressive disciplinary program, develop resoable plan with employee and follow

what if an employee is under the influence

county can notifiy law enforcement .stop them from engagin further work and detain for a reeasonabl time until he or she can be safetly transported from the work site

Affirmative Action

defense strategies used by the employee's representative /defense to show the penalty was either wrong or excessive

in an inquiry interview, the union rep may answer the questions for the employee T/F

false

what if employee falsified phytos, what course of action do you take

determine if it happend, talk to shipper, talk to employee, if so, notifiy highest level of authoriy, contact regioal coordinato of export cert program,void phyto , supersede or reissue phyto

what are the 3 predisciplinary memo

directive ( notifiy employee or group of new policy or reinforce existing policy) corrective - employee has already been informed, further instances may result in disciplinary process corrective counseling memo- summarize discussion in session, further instance will result in dsiciplinary action

what are the 3 examples of written notice, what are they where are written notices maintained are warning memos grievable or appealable ?

directive memo for individual or group notificaiton for rule or policy.do not use if the employee has been put on notice, warned or disciplined within the past several months. also used for new policys or reinforce existing policies. corrective memo- further instances may result in formal disciplinary action.tells the employee they haev been informed already and tells the employee they violated that , it warnds that may results in formal disciplinary action. CCCM- SUMMARY OF A FORMAL COUNSELING SESSION , FURTRHER INSTANILL RESULT IN FORMAL ACTION.summarizes that thye wer already on notice and they violated the rule again. warns that further instances will results in formal disciplinary action. employee signs this one and date. all these are maintained in supervisors working file and memorialized in the performance evaluation. warning memos are not grievable or appealable.

does a service document have to be in person?

directive memos, corrective memos, CCM's, and written reprimands should be issued in person. intent and action letters are also best issued in person, must incude a proof of service signed by someone who is not a party to the investigation or action. issuance in person not possble ? a signed proff of service docuemtn is again requird to document that the employee received the docuents. contact HR.

policy C-23

disciplinary process policy ensure supervisors are held accountable to manage poor employee performance by using the disciplinary process when disciplinary action is warranted. all managers need to go to training withing 90 days of being appointed. HR determines the level of discipline, in instances of alcohol, drugs, threated, violanace, sexual harrassment and or othe forms of discirmination in the workplace , final discipline shall eb imposed by HR.

How do you motivate your employees/team members?

discuss how you set clear, specific and realistic targets that are agreed on rather than dictated focus on how you involve employees by asking for suggestions, ideas and feedback

when is medical certification required ? what happens if there is a noncompliance , what do you do for the first violation? can you call of sick on vacations ?

doctors certification for any sick absences. non-compliance consequences written reprimand on first violation. reviewed annually no calls in vacations

it is ok to overlook an employees bad actis if the employee has never been in troubel before, i s a star in his or her department and is extremely friendly with the department headT/F

false

the directive memo, corrective memo, and corrective counseling confirmation memo are grievable and appealable T/F

false

the purpose of progressive discipline is to terminate an employee

false

when considering discipline one does not have to interview the employee

false

you should not give a disciplinary document to an emplyee if the employee refuses to sign for receipt of the document t/f

false

due process

due process, notice of proposed discipline. opportunity to respond skelly hearing. notice of disciplinary action includes effect date and states appeal rights. post discipline hearing minor disicple or major discipline , employee has 10 days to request a hearing. letter by department head or designee. the employee hs right to tell their story, they meet with department hed or skelly foficer , this meeting is skelly hearing. this is not a formal hearing. this is employees chance to say their side of the story informerly, their rep can be present but they can not say anything. at the end of the meeting, you can just say tahnk you we will take everything you said into consideration. after necessary follow up , the employee received notice if disciplinary action. the employee has 10 days to fiel an appeal with HR. Right to post discipline hearing- final element of due process, employee has full hearing on the merits of decision after disciplinary action is taken. employee invokes regith to appeal with hr. if appeal is filled, it is heard before an arbitrator by county and employee, couunty has burdern of proof regarding disciplinary action. minor discipline is like 80 hour suspension or less . for major disciplinary hearinings are like a trail, under oath, cross examined, in termination casese a transcript is produ ce. the supervisor testities. arbitrator makes the decision.

skelly hearing sumary what is it

employee has right to tell their story. informal meeting with the department head. after the hearining, the employee receives a notice of disciplinary action, employee has 10 days to appeal

due process guarantees under the 1975 vs . skelly. it is the duty of the skely office to see that due process for employees subject o punitive disciplinary action is followed the rules are ...:

employee is givin written notice of action (disciplinary action), employee request a skelly hearing, hearing is heald with skelly officer, employee, representation , and managemetn. the skelly office will consider all the actions that has been taken and make a decision as to wheter due process has been followed. if due process has not been followed the employee is entitield to a formal hearing. possible decision by skelly officer is to sustain the ction, modify the action, revoke the action

policy C-21

employee performance evaluations reports system to have all employees evaluated, ensure that the citizens of county are best served by employement of qualified managers and employees. during probation empllyees evaluated at least every 6 month,. regular every year.

what if employee has drinking problm

enforce polity by supporting those that seek it voluntarily and discipline those who continue to abuse it. research and review allplicable assitance program. review employee reocrds, counsel the employee, focus on problme no the employee, must be able to prove that hte wok has not been satisfactory , provide info assistnat program, agree with couse of action and set follow up date, show support

what about he said she said situation, one person reported a threatening comment. the other person denies . what do you do

err on the side of cauction, using the reasonable person standars. ask hr for guidance

What would your first 30, 60, or 90 days look like in this role?

gather information about goals, sit down with staff to determine how they contribute to such goals, learn the ground work of all diffren types of inspections what they entail, determine what areas need training,

what are elements of pip( peroframcne improvemetn plans)

general instructions to Communicate expectations and responsibilities. specific improvement expectations ( establish acceptable performance criteria, address every are where rated below standards, individualize to the employee and their job.) training feedback - regular meeting ( conferacne summary), available supervisor, specific training, establish next review period.

how long are warning good for?

go into supervisor working file good for one year

what are characteristics of a good work environment

good working relationship among employees, employees are supportive and respectful, good communication, safe, equipment available, task accomplished with minimal supervision, high productivity, quality of work,

when can employee appeal?

grievance process ( substandards overall evaluation) pre-dsicipline ( CCCM/CM/DM, no appeal) formal dsicipline ( WR/suspension/pay/reduction/demotion/termination SEIU employees cant appeal WR ; reviewed by 3rd party neutral , what happens in that hearing ?)

when preparing disciplinary documents one must

have warning memoranda and written reprimands must have a title at the top. directive memo corrective memo corrective counseling confirmation memo written reprimand

if industry approaches you and ask you to work for them after hours , whatdo you do

honored for offer, but would be inappropriate.

How did you take a situation when the work you did was criticized?

i have been critized in my work. And supervisor i should expect his or her work to be criticized, it should be accepted and the work improved upon. It didn't break you down but instead fired you up knowing that eyes are watching what you do. i see criticism as a means of checking the quality of what you do.

How did you respond when an employee made a mistake or when there was conflict within your team?

i manage by turning it into a learning point to the employee or coworker . discuss how it is a conflict and how it can be resolved .if it happens to an employee, you want to motivate the team rather then make a conflirct out of it.

role of union

identifies practices that need improvement and represent and assist emplyee during the disciplinary process. some employees desire represenation and are entitield when a significat purpose of the interview is to obtain facts to support disciplinary action that is probable or that is being seriously considered agains the employee being interviewed . usually the union provideds this represenation. there are limites on the level of involvement of the uinon rep. generally he attend meeting as an observer . the rep can request and should be graned reasonable oportunities to consult with the employee during the interview. if the union repr becomes disruptive he or hse can be asked to leave the meeting improving management practiee union can identify practicies that need improving someime matters of consistency and fairness ometime matter involve reasonable of basick work ruels ,wehter written or unwritten.

two employees engage in conflic away form the workplace . do they have any responsibility to act

if it effect job performance or operation of the department in which he is employeed

if you conclude that an incident of violence or a threate of violace occured policy c-27 requires you to do what

immediatly place the employee on administrative leave pending investigation, if approved by director of HR or designee.remmember it is county hr that makes the decision.

you get a call that one of your inspector is bringing them gift and tyring to persuade them about certain issues concerning the deparmtn, how do you handle

investigate, speak with inspector to get their side, if true emphasize that it is not appropriate behavior , progressive discplipe

when the supervisor or manager is witness, what should you keep in mind

key witness, be prepared review all date in your fiel, testify the facts, be brief and to the point, do no allow opposing counsel to bully you, do no volunteer info

what are the most important aspect of supervision

managemetn mindness- awarenes of organization and the deparment mission and goals, adopt self mporvement as away of life being the key to growth and creativiy, be a role model for other, support and advocate management philosophy , policies, and procedures. know hwo to develop and foster ghih morale enthusiasm and team spirite. be impartial leadership skills - get poeple to achieve organization goals,ability to visualize the requiremetn of production service nad the needs of people and the ability that is acceptable ot other, , job knowledge= technicolgica knowledge of methods and or equipment is required to keep employees respect, knowledge of how to manage, make ti to the point ot know and understand the objective of your job, and that employee know thei individual objective and how they fit and conttribue to the organization

all disciplinary memos must containe what, from what article

must contain the applicable charges from article XI, section 2, of the MOU

Supervisors are often expected to resolve issues between their direct reports to avoid escalation. This question gets to the heart of the candidate's ability to negotiate conflict on their team.

n my experience, there are always two sides to every story. I always get every party's input about the conflict before I do anything. I've found it helpful to get everyone in a room together and serve as a mediator to decide how we can resolve the issue. I always get the agreed upon resolution, and each person's responsibilities to it,in writting and provide a copy

all disciplinary actions must be memorialized in what

next performance evaluation

what if employees received less thatn satisfactory evaluation when do you reevaluate

no later than 90 days from the date of the last evaluation

what is a skelly letter

notice of proposed disciplinary action, includes proposed level of discipline , facts supporting the discipline, and the procedural rights of the employee to respond to the changes

when are domotions used ?

only when it corrects the problem, call hr

arbitrator

person retained by the parties to hear evidence and render an award in a disciplinary appeal

your employee is always on the cell phone at their desk, how do you handle

personal call vs. buissness

When evaluating an employee or team member's performance what factors are most important to you?

personal habits ( no gossip, not too many breaks ect) , Appearance, puncuanatlity, level of execution, and subordination ( comply with policies )

if an employee is found in violation of sexual harrassment policy, disciplian action shal be immediately it should be in accordance with

personnel rules see management guide, union MOU, employment laws

when can a step be denied

prior to anniversary, department head needs to inform HR in writing , the employee must sign the form in whcih its explained that the step is denied, .the department head may disallow a step increase only after the perforamcne eva.uation is reviewed and approved by the HR director or a designee. if the department head disallwos such increase, they shal review the matter at least quartely, and may allow the increase effective on the first day of any pay period after that in which the increase could have been allowed. if you have not received the paperwork and your employee is due for an increase , check with dept ret.

issues identified from appeal hearings, problems and postivies ?

problems- punitive languate, pickiness about irrelevant issues, impossible standads, comparison to performance of higher level employees, protected time off ( fmla/cfra/wc), positives- follow progressive disciplinary steps, timely evaluations, regular follow up , good documentation, supportive training, availability of supervison

skelly process definition

process established from a court case granting the employee due process consideration before implemention disciplinary action that is applicable only to regulat employees

define affirmative action list all componets

program that is to provide equal employment based on merit and prevent discrimination basd on age, ancestry , color of disability, geneder or sexual orientation, marital status or politca affiliation, race or religion, . remoe discrimnatory barriers, .

Tell me about a time you had to coach an employee to perform a task.

pue training, inspection manual, train in person,

What are the elements of a progressive discipline policy? (6)

put on notice, warnings,written reprimand, suspension/pay reduction, demotion,termination

summary of steps of progressive discipline

putt employee on notice, warnings call your hr service team, written reprimand call your HR , suspension call HR, pay reduction call HR, Demotion call HR, termination, call HR

D-10

restrics use of county vehicles to or from their home

how do you determine training needs when you are a new supervisor

review and prioritze the goals, task program. determine which require formal training and which can be achieved by on the job training. review existing training program. address the issue in a staf meeting and interiew new staff member who would most beneft the training,

what are general questions to determine level of discipline ?

rule , procedure, policy or regulation violated ? written rule , or unwritten but well know? employee notified ? documentation? MOU,laws, or regulations which stipulate level of discipline to be issued ? new behavior or on going? does this conduct warrent termination? multiple, related perforcmance problems ? contributing problems county needs to correct ?length of employment, class, job duties and responsibilities ? what previous disciplinary actions taken? has discipline been progressive ? what is the impact on the workplace ?witness? have they been interviewed? available to testity?credible? all evidence considetred , both pro and con?how were similar situations handled before ? any departmental interest at stake ? if so what are they ?

what if the board says that their freind got a violation and they want you to take care of it what do you do,

say that situation at best is inappropriate. tell them that you will look into the situation and get back to thme as soo as you have all facts. if true violation, violation stays no exception, and that you only have the authority to deal with the problme followin normal enforcement avenues, any considertation required beyond those normal avenues will have to be pursued thorugh the commissioner

what if majority of inspectors have requested the same day off, what do you do

seniority, need to keep appropriate staffing level

role of department managemetn

set good example, IMPLEMENT ounty policyt , understand policies, apply fairly and consistenly, teach other managers how policies work, understand need to change and control unacceptable behavior, view discipline as corrective and instructive rather than punitive, implement disciplne as required, ensure disciplinary action is consistent wtou county, hold all manager accountable for applicaiton of disciplinary procudres, understand legal limitation, understand corrodinate and utilize skelly procedures. understands skelly procedures

recently there was workplace violance . how would you handle the aftermath , how do you ensure that it does not happen again

staff meeting , review policy and training

when is a disciplinary action not substained

thorough investigation not condcuted, charges not proven. testimony inconsistent with charges. lack of appropriate progressive discipline. disciplinary procedures not followed. employee not informed , expections unclear . no assistance offered or chane to imporve. level of dsicipline inappropriate to offense. standars not applied consistenly and equally.

when is a disciplinary action generally substained

through investigation charges proven. testimony consistne with charges, disciplinary process procedures followed, employee informed, expectation clear, assistance offered, inclduign time to imporve, level of discipline appropriate to office, policies reasonable , applied oncistenly and equally to all employees

Tell me about a time an employee made a significant mistake. What action did you take?

to communicate openly to understand the cause of the mistake to discuss with the employee how it can be prevented from happening again to view the mistake as a learning opportunity to improve future performance

T/F the corrective counseling confirmation memo warnes that hte next infraction will result in formal disciplinary action

true

T/Femployees who are the subject of an investigation are entitled to have a union rp present in a meeting that may lead to discipline

true

a directive memo may be used generically to put all employees on notice and individually as a warning to one employee T/F

true

domotions are to be used only for infractions when the demotion will correct the problme T/F

true