The opinions of Ricky J. Walsh IAFF 7 th District Vice President.
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Transcript of The opinions of Ricky J. Walsh IAFF 7 th District Vice President.
The opinions of Ricky J. WalshIAFF 7th District Vice President
What is Discipline
A process to modify
unsatisfactory performance or inappropriate
behaviorand
Staying out of
Arbitration
What Should We be Trying to Attain
To provide a FAIR and CONSISTENT method of
addressing unsatisfactory performance or inappropriate behavior and meeting both
Labor and Managements goals.
What are those Goals?
Management wants to run an effective and efficient organization that completes the mission it has established
Labor wants to provided professionals to complete the mission of the employer and be compensated fairly
In other words…….neither of the two parties can be successful with poor performers
AT ANY LEVEL
How Can We Attain Fairness and Consistency
Agree on the purpose of discipline. Agree on the description of “just cause”. Understand the steps for managing performance
Agree on the “ground rules for performance” Understand the importance of time frames
Agree on the concept of “Progressive Discipline” Understand the creation and maintenance of
disciplinary records Ability to work through a Supervisors checklist. Understanding Investigations
Purpose of Discipline
To build a roadmap
intended to result in an employee….
Getting back on the
“RIGHT” track
Primary Purpose
Correction
NOT
Punishment!
Labor and Management Need Share the Responsibility to Assist Supervisors to….
Determine when discipline is necessary
What level of discipline is appropriate
How to administer discipline
Understand laws and confines
What Level of Discipline is Appropriate?
The least severe necessary to correct the undesirable behavior
Increasingly severe if the problem is not corrected
Predicated on the seriousness of the behavior
The Steps of “Just Cause”
Warned of consequences?
Was the expectation reasonable?
Full investigation? Fair and Objective? Substantial proof
found?
Steps of Just Cause
Were the rules, order, and penalties applied consistently without discrimination?
Does the penalty relate to the seriousness of the offense and the past record?
Performance Management
Steps for Managing Performance
Ground Rules for Performance
Probation
Steps for managing performance
Behavior Corrected?
N o Further Action
Behavior Corrected?
N o further Action
Behavior Corrected?
N o further Action
Behavior Corrected?
N o further Action Term ination
Suspension
W ritten R eprim and
Verbal R eprim and
Bring the issue to the attention of the em ployeeCounseling
Ground Rules for Performance Establish ground rules by which
members are to conduct themselves What are your ground rules? Department Expectations
Department SOP’s and/or Medical Protocols Civil Service Rules City Ordinances State Law Federal Law Collective Bargaining Agreement
Read them, Teach them, Reinforce Them, Do Them!!!!!!!!!
What is Probation?
“A Trial Period” To determine if the
member can satisfactorily fulfill the requirements of the position
Provide feedback to the member
“At will” status is BS!
Time Frames
Timelines are important in three areas: Investigation
process Timeliness of
disciplinary action Time limits to
correct the problem
Time Frames
Investigations shall be completed in a “reasonable” time
A complex investigation may require more time
Keep all involved in the loop (the individual and the Union)
Time Frames
There is no minimum/maximum time frames between disciplinary steps—should be stated in discipline and it will be reasonable!Progressive discipline is considered
successful if no further action is necessary
Understanding Progression Verbal Reprimand Written Reprimand Suspension
pending investigation (with pay)
Suspension without Pay
Termination
Verbal Reprimand
Private setting Firm but friendly State the direction
for the necessary and successful correction of the problem
Document a Notice of Disciplinary Action for personnel file
Written Reprimand
Includes a review of prior related disciplinary action
A thorough statement of the circumstances causing the current disciplinary action
A clear expression of future expectations
Careful, complete documentation is very important
Document a Notice of Disciplinary Action for personnel file
Suspension With Pay
A member may be removed from the Department immediately, pending an investigation
Typically if the member presents a threat to the safety of others or self
Usually with pay
Suspension Without Pay
Temporary removal from the Department for a specified period of time
Typically from one to five days
Considered the strongest warning: “the problem is extremely serious”
May be “last chance”
Termination
Behavior modification deemed longer possible
The behavior is so serious that immediate discharge is warranted
Just do it right
Creating and Maintaining Disciplinary Records
Disciplinary Records
Informing the Employee
Double Jeopardy Grievance/Appeal
Disciplinary Records….
Cite the specific incident or problem
What occurred and when
How it affected the work activity
The results of the investigation
Disciplinary Records include…
The employee’s explanation
Proven facts Cite the specific
violation Disciplinary action
taken Stress the significance
of the offense State the reason for
the level of the disciplinary action
Disciplinary Record also include... Timely past
relevant actions Give the history of
related offenses Included because:
Reminds the member of previous disciplinary actions taken
Demonstrates the progressiveness of disciplinary action
And Finally Disciplinary Records include...
A clear understanding of the expected performance or behavior in the future
And the consequences of continued failure to meet expectations
Double Jeopardy
“Do it right the first time”
Cannot impose a more severe discipline for the same incident after discipline has been delivered
This does not include a “repeat”
Grievance/Appeal
The grievance procedure is established in the CBA
Do not be deterred from taking disciplinary action by the fear or threat of a grievance
The Supervisors Checklist
Performance Behavior The Supervisor
Performance
Have the expectations made clear? What to do? How to do it? Why do it? When to do it?
Access to instructions Training
Performance
Has the member ever displayed the skill?
Should he/she possess the skill?
Could they do it if they wanted to?
Has the job changed?
Behavior
Does the member understand what is acceptable behavior?
Has the behavior been acceptable in the past? Condoned by
practice or exhibited by other members
The Supervisor
Has the supervisor provided adequate training?
Does the supervisor reinforce acceptable behavior?
Has acceptable behavior been communicated?
Has the supervisor received the proper training?
Has the supervisor objectively found the facts by a proper investigation?
Does the supervisor know the proper forms and how to complete them?
The Supervisor
Does the Supervisor
have the skill to give and
receive feedback both positive and/or
negative
Documentation
Do’s and Don’ts
Documentation
Limit statements to facts
Avoid personal opinions
Record observations of demeanor but do not speculate reasons for such demeanor
Documentation
Don’t make excuses for the employee
Use “neutral” terminology – not inflammatory or discriminatory
Read for grammar and spelling errors
Investigate First
Discipline
Unfounded
Internal Investigations
Citizens Complaints
All citizen complaints that pertain to practices or that allege member misconduct will be investigated.
May be in person, by phone, or written.
Citizens Complaints
May be anonymous.
Can be accepted by any member.
Receiving member to document in a written report
Submit to a superior officer
Citizens Complaints
The complaint will be assigned to an investigating officer.
The investigating officer will notify the complainant that the matter is under investigation.
Complete within 30 days.
Weingarten Rights
May have representation during an interview if the member reasonably believes it may lead to disciplinary action.
The member must ask for representation.
Also applies in less formal settings Does not apply when discipline has
been decided and is being given.
Garrity Rights
Based on the 5th Amendment of the US Constitution
A member being interviewed must truthfully answer specifically related to the matter under investigation.
Compelled answers cannot be used in criminal proceedings against the individual.
Loudermill Rights
An informal meeting held with the member or his/her representative to give the opportunity to tell his/her story, regarding an incident, before a decision is made to suspend, demote, or terminate.
Complaints are investigated to… Correct our policies and procedures
and/or Correct a member’s behavior or
performance and/or Exonerate a member’s conduct or
performance and/or Verify our policies and procedures
are valid.
In Brief
“See a problem” “Inform the
employee there is a problem”
“Tell the member the consequences of not correcting the problem”
“Give the employee time to correct the problem”
Other Things to Ponder
Property Rights of Employee to position Civil Service
Bargain-able Public Perception
Fiduciary role Act like you are
spending your own money
Most the time I am willing to bet