Dealing With Employee Issues  If I ignore it, will it go away?  That didn’t work, now what?

GOALS OF THIS PRESENTATION How to identify where to start Know What to Look for How do you conduct an Investigation? Communication Taking Progressive Disciplinary steps, if necessary, Documenting both good and problem areas of performance

COMMUNICATION FIRST WHERE TO START: What do you want? Create a vision (The Big Picture) Communicate your expectations and vision Coach, empower and encourage participation Create an inclusive environment Open individual and group communication

COMMUNICATION WHAT IT ISN’T: Top Down communication Delegating all communications Using only one management style (Passive, Aggressive, Collaborative, Directive) Making decisions without soliciting Feedback and Input Soliciting feedback, but then ignoring input

SET EXPECTATIONS Set Short-Term wins Establish challenging, yet achievable Benchmarks for Success Develop a Feedback Process Have On-The-Spot Discussions Make it a habit of regularly reviewing progress formally and informally - no surprises

What to Watch For: Employees are not working up to your Standards – Do they know what they are? Struggling Or Challenged by the work Ineffective Or Inefficiency Complaints about being “Overworked” Statements like “That’s Not My Job” (area…) Changes in Personnel causing unease Low to poor Team interaction or connection

TAKE PROMPT ACTION Identify Both Good and Unsatisfactory Job Performance Recognize the good performers so they do not succumb to the poor examples Identify the Problem Behaviors Provide Feedback Immediately, if not in a timely manner Take progressive and eventually Formal action, as Needed

Basic Elements of Progressive Discipline May be taken in this order, or depending on the severity of the issue, may skip a step. Informal Feedback (can be frequent/verbal) Letter Of Counsel (written) Letter Of Reprimand (written) Suspension (requires collaboration w/ER) Termination (requires collaboration w/ER)

Contact Human Resources Consult with Employee Relations Before any Written Letters or at any stage to discuss Consider that there may be contractual obligations in any next steps you take Discuss What you Really Want to achieve Bring supporting Documentation ER may suggest edits or changes to comply with campus practice, contract language, etc.

UNION RIGHTS Most CSU employees are covered by a bargaining agreement Contracts provide specific language regarding working conditions, corrective actions, and disciplinary actions Become familiar with the employee’s union rights, even though the employee isn’t. Following Contractual Processes Take Time

Conducting Investigations It begins when an incident occurs, is reported, or a Complaint is filed (may be verbal/writing) Does it take a long time? Not always, but it might. If needed, make the time. Review available data and determine if you have enough facts to evaluate the matter Consult with Employee Relations for assistance Weingarten meeting – Employee is entitled to a union rep. if outcome may result in discipline Understand charges, ID specific behaviors or non- performance.

SERIOUS ISSUES Some matters warrant more advanced levels of discipline called Notices: Notice of Suspension Notice of Dismissal For this level of discipline, it is very important that you contact Employee Relations. This is a highly complex level and requires legal review before proceeding.

TALKING WITH THE EMPLOYEE Set the tone of the discussion:  Verbal Warning  Consider employee’s comments  Inform the employee that the must improve  Obtain the Employee commitment to improve. This may require discussion  If the employee requests a Union Rep, they may make arrangements for that person. You do not arrange it.

INFORMAL DISCUSSION Respond Quickly to Issues Verify the Facts, not rumor Be Specific about your expectations regarding improvements or changes Set a Firm, yet Collaborative and Friendly tone to conversation Provide Constructive Criticism Encourage responses and discussion Ask employee for a Plan to Improve Follow-up. Walk around and verify.

DEALING WITH EMOTIONS IF THE EMPLOYEE: 1. Agrees Too Easily 2. Is Nervous And/Or overly Sensitive 3. Dispute facts, disagrees 4. Becomes Angry 5. Becomes Argumentative, Accusatory, or fails to fact Accountability 6. Becomes Non-Responsive OR Surly

CREATE THAT PAPER TRAIL Document even Informal and Formal discussions That provides timelines Documents should clearly state the issue, behavior, performance, policy violation, or incident.

AND MOST IMPORTANTLY Let Human Resources and Employee/Labor Relations Help You!