CODAC Management Manual

REVIEW OF DECISION FOR CONSISTENCY, PROPRIETY AND FAIRNESS In determining the appropriate level of discipline, a supervisor must ensure that the situation is addressed consistent with organizational policies and procedures and akin to the types of discipline that similarly situated employees have received. Policies and procedures must be implemented consistently throughout the organization. For example, if an employee is being terminated for arriving late to work for the third time, and another employee was only given a verbal warning, then the termination may be more difficult to justify or defend. A second level of review of discipline decisions is critical prior to any decision being communicated to the employee. An employee should never be terminated in the heat of the moment. Any termination decision or other decision involving advanced disciplinary measures must be subject to review by your direct supervisor and Employee Relations in the Human Resources department. DOCUMENTATION Documentation of strengths and challenges should occur whenever a success or a corrective/disciplinary conversation occurs. A written record of performance concerns, and ways in which they were addressed, including dates and follow up, serves as substantiating documentation when further disciplinary action is needed. Employee discipline should be properly documented, and files kept in accordance with internal policies and procedures. In addition, recordkeeping should comply with federal, state and local laws. In the event of litigation, any legal hold order (i.e., a notification to preserve certain information pending the outcome of an investigation or case) should be meticulously followed. INCREASING EMPLOYEE PRODUCTIVITY, ENGAGEMENT AND RETENTION Research has shown that one of the top reasons cited by employees leaving an organization is a negative relationship with their first-line supervisor. Employees may leave because of a distant relationship with a supervisor, a perception that the workplace is unfair or a belief that the supervisor will block career advancement prospects. A supervisor must be aware of their power to motivate - or to discourage - employees. Focusing on employee motivation may yield higher productivity, increased engagement and, ultimately, less undesirable turnover. With the right approach, you can learn what to do to improve your employees’ connection to their work and to CODAC. A supervisor must focus on motivation. Ask the employees for feedback on processes. Identify which goals or visions motivate employees into working harder to move forward. One of the most common mistakes supervisors make is to approach engagement as a sporadic exercise in making their employees feel happy— usually around performance review time or when things go awry. Motivating employees requires focusing on their workplace experience, and lines of communication. Employees that are able to share personal thoughts, perspectives and experience are likely to be more invested in the topic or task at hand. The engagement process should track individual, organizational, and any other relevant goals (e.g., team-based goals, professional goals) and strive for their alignment. Employees should understand how their individual contributions can lead to the organization's overall success - and the concept should be reinforced regularly. Failure to actively engage employees to do so could lead to increased absenteeism, higher turnover and wholesale employee disengagement. Additionally, motivated employees usually stick with the organization

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