Employee Involvement in the Disciplinary Process Presented by: Pamela Skyrme, PhD Skyrme & Associates, Inc Cynthia Bender City of Clearwater Human Resources

Progressive vs. Positive Discipline Progressive Punitive Done “to” employee Adversarial No follow-up No positive recognition Positive Developmental Done “with” employee Collaborative Follow-up as necessary Recognizes success

Value-Added Outcomes of Positive Discipline Provides more complete documentation Program generates more understanding, acceptance, and support for behavioral change Focuses on correcting problems, not punishing employees Recognizes and reinforces good performance

Provides method to confront those not meeting standards while maintaining and enhancing the employee’s self-esteem Influences employees to change behavior, accept responsibility, and return to fully acceptable level of performance Promotes teamwork and communication at all levels of the organization Value-Added Outcomes of Positive Discipline

PHASE I: Development and Implementation - How We Got Here... In May 1995, HR formed Constructive Action Team (CAT) to review disciplinary program CAT conducted focus groups of 10% of employees CAT decided to develop new program Unions became involved Draft of new plan created

PHASE I: Development and Implementation - How We Got Here... More focus groups held with 10% of employees Program modified based on feedback Approval! Implemented March 1998

Department and Citywide Standards Developed with Employee Input Based on PIE Personal Responsibility Integrity Excellence

Changes in Document Retention Action plans kept in departments if they are successfully completed Removed and destroyed after 3 years (per records retention requirements)

Results Based on Supervisor’s Survey conducted 6 months after implementation 46% response rate Results revealed: 106 action plans implemented 53 of action plans successful 14 terminations or resignations 26 plans still in effect 13 unknown outcomes

Benefits of P.B.M.P. Expressed by Supervisors Positive, problem-solving approach Better documentation Can be structured per case Gives more flexibility Puts responsibility on employee to improve Brings intervention and resolution to the first- line supervisory level

Benefits of P.B.M.P. Expressed by Supervisors Employees seem to feel more comfortable with action plans as opposed to old discipline system Forces communication of standards Get direct feedback from employees, rather than relying on hearsay Solved problem

Difficulties Encountered by Supervisors Coordinating review dates and times Need more understanding of program Told to revise action plan by superior Persistent problems with same employee Too much paperwork

Difficulties Encountered by Supervisors Takes a great deal of time Better employees feel ignored Supervisors ignore action plan steps – use coaching only Some employees don’t take program seriously

Feedback from Employee Focus Groups Even after mandatory training, many employees don’t know much about the program Many departments did not include employees in standards revisions Need more training and information Other people want to know the outcomes of action plans

Phase II: Where are We Now? Organized new team Began department liaison program Conducted facilitator training Coordinated supervisor training Revising standards Measuring of results

From the City’s Perspective: Increases accountability Creates partnerships Addresses issues quickly Participation creates buy-in Uses discipline to teach, not to punish Corrects problems and deficiencies Reduces grievances and arbitrations

From the Employee’s Perspective: Employee-building Creates team building and communication Employee is accountable Much more positive - not fear-based Employees are taught and coached – not punished

For More Information, Contact: Pamela Skyrme, PhD Skyrme & Associates, Inc Cynthia Bender City of Clearwater Human Resources