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IDENTIFYING AND ADDRESSING PERFORMANCE AND MISCONDUCT PROBLEMS

This comprehensive guide covers essential topics in performance management, focusing on how to identify and address poor performance and misconduct in the workplace. It defines poor performance, distinguishes it from misconduct, and outlines the responsibilities of supervisors, HR, and management in tackling these issues. The guide includes practical approaches, such as Performance Assistance Plans (PAP) and Performance Improvement Plans (PIP), as well as procedures for managing misconduct through progressive discipline. It offers insights into preliminary steps to take and where to seek assistance.

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IDENTIFYING AND ADDRESSING PERFORMANCE AND MISCONDUCT PROBLEMS

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  1. PERFORMANCE MANAGEMENT & MISCONDUCT IDENTIFYING AND ADDRESSING PERFORMANCE AND MISCONDUCT PROBLEMS

  2. TODAY’S TOPICS - WHAT IS POOR PERFORMANCE - DISTINGUISH POOR PERFORMANCE FROM MISCONDUCT - WHO ADDRESSES POOR PERFORMANCE AND MISCONDUCT PROBLEMS

  3. TODAY’S TOPICS - HOW TO ADDRESS POOR PERFORMANCE: -PERFORMANCE ASSISTANCE PLAN (PAP) -PERFORMANCE IMPROVEMENT PLAN (PIP) -ADVERSE ACTIONS -GRIEVANCES/APPEALS

  4. TODAY’S TOPICS - HOW TO SUCCESSFULLY ADDRESS MISCONDUCT PROBLEMS USING PROGRESSIVE DISCIPLINE -LETTERS OF WARNING -REPRIMANDS -SUSPENSIONS -REMOVALS -GRIEVANCES/APPEALS

  5. TODAY’S TOPICS - WHAT PRELIMINARY STEPS DO I TAKE - WHERE DO I GO FOR ASSISTANCE

  6. WHAT IS POOR PERFORMANCE? - FAILURE TO MEET FULLY SUCCESSFUL PERFORMANCE LEVEL -ONE CRITICAL JOB ELEMENT IS RATED LESS THAN FULLY SUCCESSFUL RESULTS IN MINIMALLY SATISFACTORY RATING -ONE CRITICAL JOB ELEMENT RATED UNSATISFACTORY RESULTS IN UNSATISFACTORY RATING

  7. DISTINGUISH POOR PERFORMANCE FROM MISCONDUCT - MISCONDUCT IS A FAILURE TO COMPLY WITH WORKPLACE RULES, REGULATIONS, POLICIES OR INSTRUCTIONS -TARDINESS -ABSENTEEISM -FIGHTING -FALSIFICATION

  8. DISTINGUISH POOR PERFORMANCE FROM MISCONDUCT - SOMETIMES MISCONDUCT RESULTS IN PERFORMANCE ISSUES -TARDINESS AND ABSENTEEISM COULD RESULT IN FAILURE TO PERFORM WORK ASSIGNMENTS IN A TIMELY MANNER

  9. WHO ADDRESSES POOR PERFORMANCE AND MISCONDUCT? SUPERVISOR INITIATES ACTION SERVICING HRO PROVIDES TECHNICAL ASSISTANCE SENIOR MANAGEMENT PROVIDES MANAGERIAL SUPPORT

  10. HOW TO ADDRESS POOR PERFORMANCE PERFORMANCE ASSISTANCE PLAN (PAP) -45 DAY PERIOD -REQUIRED FOR BARGAINING UNIT EMPLOYEES/RECOMMENDED FOR NON BARGAINING UNIT EMPLOYEES -REVIEW PERFORMANCE WITH EMPLOYEE -UNION CAN BE ALLOWED (SUPV DISCRETION) -MEMO TO EMPLOYEE WITH INTERIM RATING OF RECORD OF MINIMALLY SATISFACTORY -IDENTIFY LESS THAN FULLY SUCCESSFUL ELEMENTS

  11. HOW TO ADDRESS POOR PERFORMANCE RESULTS OF THE PAP -PROVIDE FEEDBACK TO EMPLOYEE -CHANGE INTERIM RATING TO RATING OF RECORD PROVIDED PERFORMANCE HAS IMPROVED TO FULLY SUCCESSFUL -IF STILL MINIMALLY, PREPARE RATING OF RECORD -CAN EXTEND PAP -MOVE TO PIP IF PERFORMANCE DROPS TO UNSATISFACTORY

  12. HOW TO ADDRESS POOR PERFORMANCE CONSEQUENCES OF MINIMALLY SATISFACTORY RATING -WITHIN GRADE INCREASE DENIED -NEGATIVE CONSEQUENCES IN CASE OF A RIF -NO CAREER LADDER PROMOTION

  13. HOW TO ADDRESS POOR PERFORMANCE PERFORMANCE IMPROVEMENT PLAN (PIP) -USED WHEN PERFORMANCE DROPS TO UNSATISFACTORY -FORMAL OPPORTUNITY FOR EMPLOYEE TO IMPROVE PERFORMANCE -REQUIRED BY STATUE -PAP INITIATED -15-DAY TIME LIMIT TO ISSUE PIP -REVIEWING OFFICIAL APPROVES PIP -UNION NOTIFIED/ALLOWED TO PARTICIPATE

  14. HOW TO ADDRESS POOR PERFORMANCE PERFORMANCE IMPROVEMENT PLAN (PIP) -MEET WITH EMPLOYEE TO DISCUSS PIP -TIME PERIOD MINIMUM OF 60 DAYS -EMPLOYEE CANNOT BE REASSIGNED DURING PIP -LEAVE SHOULD BE APPROVED SPARINGLY DURING PIP

  15. HOW TO ADDRESS POOR PERFORMANCE RESULTS OF PIP – FULLY SUCCESSFUL -REMOVE MEMO AND PIP FROM EMPLOYEE PERFORMANCE FOLDER -DESTROY AFTER ONE YEAR -ISSUE NEW RATING

  16. HOW TO ADDRESS POOR PERFORMANCE RESULTS OF UNSUCCESSFUL PIP ADVERSE ACTIONS -REASSIGNMENT TO ANOTHER POSITION, SAME GRADE -REDUCTION IN GRADE -REMOVALS -GRIEVANCES/APPEALS

  17. HOW TO SUCCESSFULLY ADDRESS MISCONDUCT - PROGRESSIVE DISCIPLINE -LETTERS OF WARNING -REPRIMANDS -SUSPENSIONS -REMOVALS -GRIEVANCES/APPEALS -DOUGLAS FACTORS

  18. WHAT PRELIMINARY STEPS DO I TAKE TO ADDRESS ISSUES KEEP DOCUMENTATION GIVE FEEDBACK TO EMPLOYEE EXPECT TO BE SCRUTINIZED

  19. WHERE DO I GO FOR ASSISTANCE? - CALL YOUR SERVICING HUMAN RESOURCES OFFICE -RTP JAMES RENO VELDA HOLMES -CINCINNATI DAVID MICK

  20. QUESTIONS? - YOU MAY ASK ME NOW - YOU MAY CALL YOUR HRO -GENERAL PARS QUESTIONS SUZANNE ROBERTS, RTP MICHAEL H. DAVIS, RTP DAVID MICK, CINCINNATI -CONDUCT & PERFORMANCE QUESTIONS VELDA HOLMES, RTP JIM RENO, RTP DAVID MICK, CINCINNATI

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