< back to welcome page 1 Recruitment 2 Eligibility 3 Selection 4 Enrollment 5 Receiving (or Providing) Services 6 Transition 7 Admin/Operations

7.3Fiscal
7.3.1Fiscal Policies 7.3.2Payroll
7.3.2.1Payroll Calendar 7.3.2.2Pay Card 7.3.2.3Payroll Adjustment 7.3.2.4PTO Cash Out 7.3.2.5Direct Deposit 7.3.2.6Pay Stubs 7.3.2.7Year End Tax Forms 7.3.2.8W4
7.3.3Accounts Payable
7.3.3.1Center Codes 7.3.3.3Employee Mileage
7.3.4Purchasing
7.3.4.1Purchase Requisition/Check Request 7.3.4.2Packing Slip 7.3.4.3Capital Assets 7.3.4.4Grocery Store Accounts
7.3.5In Kind

7.4Facilities Maintenance
7.4.1Maintenance/Inventory Request in FMX 7.4.2Material Safety Data Sheets (MSDS)

7.5Human Resources
7.5.1Personnel Policies and Procedures
7.5.1.1Job Descriptions 7.5.1.2Performance Evaluations 7.5.1.3Education Requirements & Resources 7.5.1.4Wage Increases 7.5.1.5Workplace Violence Prevention Plan
7.5.2Employee Supervision
7.5.2.1What is Supervision 7.5.2.2Foundation for Leadership 7.5.2.3Tools for Effective Supervision 7.5.2.3.1Performance Management 7.5.2.3.21:1 Practice 7.5.2.3.4Conducting Performance Evaluations 7.5.2.3.5Disciplinary Action Overview 7.5.2.3.6Conducting Disciplinary Action 7.5.2.3.7Levels of Disciplinary Action 7.5.2.3.8Documenting Disciplinary Action 7.5.2.4Harassment and Discrimination 7.5.2.4.1Retaliation 7.5.2.5Supervision Training 7.5.2.6Viewing an Employee Record in Paycom
7.5.3Benefits
7.5.3.1Medical, Dental, Vision, Telemedicine & Life Insurance 7.5.3.1.1Benefits Enrollment 7.5.3.1.2HSA Enrollment 7.5.3.1.3Benefits Advocacy Team (BAT) 7.5.3.1.4Accessing Benefit ID Cards and Online Portals 7.5.3.1.5Employee Assistance Program (EAP) 7.5.3.2401(k) Retirement Plan 7.5.3.2.1401(k) Eligibility 7.5.3.2.2401(k) Enrollment 7.5.3.2.3401(k) Changes 7.5.3.3Employee Referral Program 7.5.3.4Education Stipend 7.5.3.5Employee Retention Bonus 2024/2025 7.5.3.8Employee Waitlist Incentive
7.5.4Time and Attendance
7.5.4.1Meal Waiver – Employee Shift Six Hours or Less 7.5.4.2Meal Waiver – 10-12 hours 7.5.4.3Employee Late/Missed Meal Break 7.5.4.4On-Duty Meal Period Waiver
7.5.5Safety
7.5.5.1Work-Related Injuries/Illnesses 7.5.5.2Workers’ Compensation Nurse Triage 7.5.5.3Workers’ Compensation In-Person Treatment 7.5.6.1Shasta Head Start COVID-19 Mitigation Policy
7.5.9Miscellaneous HR
7.5.9.1Child Development Permits 7.5.10Sub Line
7.5.11Volunteers 7.5.12Reduced Schedule

7.7Information Technology
7.7.1Copiers 7.7.2Mango Sign Request 7.7.3Social Media Posting Request

7.9Other Administrative
7.9.1Travel and Per Diem 7.9.2Ordering Business Cards
8 ChildPlus 9 Learning Paths

7.5.2.3.6


Conducting Disciplinary Action

Disciplinary Action

Regardless of the type of employee problem, whether that be behavior, performance, or personal reasons, corrective action should consist of the following principles.  It should be:

  • Corrective
  • Fair and equitable
  • Consistent
  • Have Due Process

It is important to remember that a supervisor does not have to discipline an employee for an infraction immediately.  It is best for the supervisor to allow themselves time to cool off before making any decisions on how to move forward.

When a supervisor is ready to move forward, there are some simple but practical steps to follow when determining what type of corrective action needs to be taken, and how that is presented.

  • Investigate each incident regardless of how it first appears
    • It is important to gather pertinent information and talk to the employee before disciplinary action is taken
  • Select an appropriate time and place to meet with the employee
    • This should be in a private place, free from distractions
  • Document
    • Be diligent in taking notes for your own recollection of what was discussed
  • Allow the employee to explain his/her understanding of the incident
    • Allowing the employee a chance to voice their view of what happened could clear up misunderstandings you may have had. It also helps the employee to feel more valued and part of the process.
  • Listen
    • Listen to what the employee has to say. Restate to them what you have heard to make sure you understand it and so they know you have heard them.
    • After the employee has had a chance to share the supervisor must determine whether or not the employee’s actions warrant some sort of disciplinary action. If so, the supervisor should get agreement from the employee, if possible, that their actions were inappropriate.
  • Determine what type of corrective action should be taken
    • This does not have to be the same day. Let the employee know that there will be a follow-up meeting to discuss how to move forward.
  • Confer with others
    • If necessary, confer with your immediate supervisor before proceeding with the disciplinary action
  • Present the disciplinary action in a calm manner
    • Remain objective
    • Be to the point
    • Present expectations for improvement
    • Avoid criticizing
    • Use “I” statements

Cooling Off Period

It is recommended that supervisors have a cooling off period between an employee incident and the delivery of the disciplinary action.  All written warnings, suspensions, and terminations must be discussed with your direct supervisor prior to delivery.  During this time the supervisor will allow themselves the chance to make sure that they have all the facts regarding the situation, that they are not speculating, and that their emotions are in-check prior to meeting with the employee.