Shasta Head Start does not have a progressive discipline policy. The rigidity of progressive discipline programs do not allow consideration for the circumstances in any given situation. It is therefore necessary for supervisors to exercise judgment when considering what type of corrective action should be taken.

Some factors a supervisor must take into consideration when disciplining an employee are:

The facts surrounding the incident
The seriousness of the infraction
Documentation of previous conduct or performance problems
Was the employee aware of the work rules before infraction occurred?
Were the expectations of the position clearly communicated to the employee prior to the infraction?
Was the employee given previous coaching or training regarding the issue?
Have they been warned or advised of the infraction previously?
What was the impact of the infraction on Shasta Head Start?
Were children, families, or coworkers endangered or harmed from the infraction?

Given all the factors above it is easy to see that each situation is unique. However, it is vital to remain as consistent as possible with regards to how other employees in similar situation were treated. After carefully considering all the facts of the situation, the supervisor is then left to judge which of the following actions are most appropriate.

Conversation

Sometimes an informal conversation is all an employee needs to correct their behavior or performance. The employee may not have known that their actions needed correcting. It is still important for the supervisor to make sure this conversation happens in a safe and private setting. The 1:1 Practice is not the time to have the initial conversation about performance issues, however, you can use that time to follow up on previous discussions you may have had. It is important to document the conversation using the Staffing and Supervision form.

Prior to delivering any of the following disciplinary actions, supervisors should inform their manager or director.

Verbal Warning

A verbal warning is more formal than a conversation, it lets the employee know that a problem exists and provides clear expectations for correcting the problem. A verbal warning should be documented on the Shasta Head Start Verbal Warning Notice Form and be signed by both the employee and supervisor.

Written Warning

If a supervisor feels that a verbal warning is not sufficient, they may choose to give the employee a written warning using the Employee Written Warning form.

A written warning clearly states that a problem exists, clarifies the areas that need to be addressed, either through improved performance or a change in behavior, what corrective action needs to take place, and a timeframe for doing so.

Where possible, the supervisor should reference the personnel policy, performance standard, licensing regulation, or other policy in the written warning.

Suspension Without Pay

If you feel it would benefit the employee to have time away from their job to think about their actions and of the expectations placed upon them, suspension without pay would be a viable option. You must discuss this with your manager and receive director approval before proceeding with this action.

Suspension without pay must be supported by documentation leading to the suspension. This documentation could include prior written and verbal warnings, performance evaluations, and other documentation found in the employee’s personnel file.

Suspension With Pay

If an employee has done something or you think they have done something that is severe enough to warrant immediate termination, a supervisor can choose to suspend the employee with pay pending an investigation into the matter. This allows the agency to exercise due process while not adversely impacting the employee.

Termination

Termination is clearly the most severe of disciplinary actions. Thorough due process, which includes a prompt and comprehensive investigation into the facts and circumstances of the incident, should be followed prior to terminating a person’s employment.

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