CODAC Management Manual

For example, an employee may disclose that they may need an accommodation in order to better complete job duties, such as access to specific accessible software. The supervisor can then follow internal procedures and engage the employee in an interactive process to arrive at a choice of reasonable accommodation, ensuring that HR is involved throughout the process. CONSISTENCY A supervisor should strive to achieve consistency by using uniform criteria for addressing performance. Employees should be confident that their performance is being evaluated in a consistent fashion. An employee's performance, development or leadership prospects should not depend solely on their supervisor. However, this does not mean that all employees will be evaluated in a similar fashion. In fact, each employee has their own particular performance/development goals that should be aligned with the requirements of their particular job. That said, criteria should be uniformly applied for all employees in the same job category. FAIRNESS To a great extent, fairness is derived by consistency. If an employee believes that they are being treated differently based on their supervisor, a protected trait or characteristic or because they may have filed a recent complaint, then the employee is much more likely to think of the process as unfair and, in certain cases, file a complaint of discrimination. If a supervisor is implementing workplace policies and enforcing employer expectations in a consistent manner across all direct reports, then the direct reports will be less likely to feel alienated, singled out or discriminated against. MOVING FORWARD Performance management should be a continuous process. A supervisor should always celebrate the successful attainment of current goals, but plan ahead by adding new goals. IMPLEMENTING DISCIPLINE AND TERMINATIONS One of the supervisor’s most important tasks in managing employee relations is to implement employee discipline. To do this effectively, a supervisor must be familiar with workforce policies and procedures. Once an incident of misconduct has been identified, or poor performance has become serious enough so as to warrant discipline, the timeliness of the response becomes crucial . Failure to address problems as they occur may increase liability risks. In addition, a delay in correcting a problem could also contribute to lower workplace morale if a problem persists unaddressed. A supervisor, in collaboration with Employee Relations (Human Resources) must determine the appropriate level of discipline for an employee. Often, a supervisor is in the best position to determine what the level may be, given that they may have direct knowledge of:

• An employee's training, performance, and discipline history; and • The consequences of the misconduct or poor performance.

Different types of conduct and performance issues merit different levels of discipline. If it is determined that formal disciplinary action is not recommended, at minimum a memo of conversation within Paycom is recommended to memorialize the concern.

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