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CORRECTIVE DISCIPLINE

CORRECTIVE DISCIPLINE

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CORRECTIVE DISCIPLINE

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  1. CORRECTIVE DISCIPLINE A Brief Overview of Effective Employee Discipline

  2. Tough Times can even come from within

  3. Tough Times can even come from within • The teacher who refuses to _______. • The teacher who can’t manage a file. • The aide to strikes a student. • The bus driver who forgets a kid. • The principal who won’t sign IEPs. • The teachers whose class is out of control.

  4. Your role as a leader in the tough times that result? • Provide clear expectations • Provide support & expertise • Find solutions & solve problems • Make needed corrections

  5. Your role as a leader in the tough times that result? • Provide clear expectations • Provide support & expertise • Find solutions & solve problems • Make needed corrections NOTE: Our failure to correct bad behavior is to condone bad behavior.

  6. The Nature of Corrective Discipline Objective: to correct problem behaviors

  7. The Nature of Corrective Discipline • Corrective………..not Punitive • Progressive ……..not Explosive • Clear ……………..not Vague • Based on Facts …not Assumptions • Predictable ………not Arbitrary • Civil……………….not Combative Objective: to correct problem behaviors

  8. Corrective Discipline: COMPONENTS • Foundation • Prevention • Investigation • Just Cause • Due Process • Progressive Sequence of actions

  9. Corrective Discipline: 1. FOUNDATION

  10. Corrective Discipline: 1. FOUNDATION Employee Rights • …to know what is expected of them and what consequences might follow, • …to consistent, civil, & predictable employer responses to violations of rules, • …to fair discipline based on facts,

  11. Corrective Discipline: 1. FOUNDATION Employee Rights • …to question the facts and to present a defense, • …to appeal the disciplinary decision, • …to progressive discipline, and • …to be considered as an individual.

  12. Corrective Discipline: 2. Prevention • Provide Balance of Support • Post Expectations • Statutory Laws & Regulations • Board Policies • School Policies • Professional Agreement • Check for Access to Expectations • Clear, Continuous Communication

  13. Corrective Discipline: 3. INVESTIGATION Problem reported?

  14. Corrective Discipline: 3. INVESTIGATION Problem reported? Investigate First!

  15. Corrective Discipline: 3. INVESTIGATION • FAIR: include the employee & others suggested by the employee • COMPLETE: gather evidence, witness statements, documents, etc. • TAKE NOTES: date, time, place, facts, witnesses • WRITTEN RESPONSE: when appropriate, obtain a written response

  16. Corrective Discipline: 4. JUST CAUSE Was there harm that resulted from an employees action or failure to act?

  17. Corrective Discipline: 4. JUST CAUSE • Improper Conduct • Neglect of Duty • Insubordination • Failure to Perform Duties Properly • Excessive Absenteeism • Incapacity due to Mental or Physical Disability

  18. Corrective Discipline: 5. DUE PROCESS • Was the rule, procedure, or directive known to the employee? • Was the rule, procedure, or directive reasonably related to the orderly, efficient, safe operation of the school? • Was employee warned of probable disciplinary consequences? • Was there an objective, fair investigation of the facts?

  19. Corrective Discipline: 5. DUE PROCESS • Was there valid, objective, substantial evidence of wrong doing? • Did corrective action fit the violation ? (i.e. was it reasonable?) • Was the previous record of the employee taken into account? • Was the treatment of this problem consistent with treatment of other similar cases?

  20. Time to act? Check Before Taking Action • Were my expectations clear? • Was my investigation fair & complete? • Did I consider the employee’s side? • Is my action based on facts, not emotion? • Is this a pattern of behavior or an isolated incident? • Is my documentation adequate?

  21. 6. PROGRESSIVE SEQUENCE OF DISCIPLINARY ACTION

  22. 6. PROGRESSIVE SEQUENCE OF DISCIPLINARY ACTION

  23. 6. PROGRESSIVE SEQUENCE OF DISCIPLINARY ACTION *DISTRICT SUPPORT • Template Letters • Consult on Investigation • Assist with Documentation & Letters • Assume Responsibility for Suspension and Termination

  24. Tough Times with Employee Discipline: A little structure and a lot of support can make some tough times a little less tough.

  25. PROGRESSIVE SEQUENCE OF DISCIPLINARY ACTION