Progressive Discipline Policy

Effective: 8/18/09; Reviewed: 10/13/21
Contact: Human Resources

The purpose of corrective action is to correct problem situations and improve future conduct or performance. Although this is not an all-inclusive list, the following are examples of deficiencies or offenses for which disciplinary actions may result:

  • Violating College rules, policies or regulations, or departmental work rules
  • Patterns of absenteeism or tardiness
  • Inefficiency, incompetence, or inability to perform assigned duties
  • Sleeping during work hours
  • Conducting personal business on the job
  • Gambling during working hours
  • Disregarding safety and/or security regulations
  • Excessive or unauthorized use of telephones
  • Leaving the job during work hours without permission
  • Failure to call in and speak with the supervisor if unable to report to work
  • Unproductive use of work time or neglect of assigned duties
  • Failure to maintain required skill or productivity levels
  • Failure to report any accident occurring on campus
  • Working overtime without authorization
  • Rude or unprofessional conduct with students, customers, or co-workers

Exact penalties for misconduct or substandard performance cannot be specified, since so many factors must be considered in each instance, including but not limited to, the staff member’s past performance, the particular circumstances, and the judgment of the supervisor.

In each instance, the totality of the circumstances will be considered as the College determines the appropriate corrective action. In some instances, multiple corrective actions are appropriate prior to termination. In other instances, immediate termination is most appropriate.

Some possible corrective actions include the following, which are not exhaustive:

Verbal Counseling: The purpose of verbal counseling is to make the staff member aware that his/her performance or conduct is not up to specified requirements. The expected level of performance will be explained and the staff member will be given specific ways to achieve it. The supervisor will informally document the meeting in a memo to be signed by the staff member and maintained in the supervisor’s file.

Written Warning: The purpose of a written warning is to discuss the nature of the problem and specific steps to be taken to correct the problem over a designated period of time. During this designated time period, the supervisor will meet with the staff member on a regularly scheduled basis to discuss the staff member’s progress or lack thereof. The Director of Human Resources will also offer assistance to both the supervisor and the staff member to resolve the problems when necessary.

Probation: Probation also may be used to give the staff member a specific period of time to resolve a performance concern or misconduct. Probation often is a final attempt to correct marginal performance or conduct problems. The supervisor will meet with the staff member on a regular, predetermined basis during this period to discuss progress or improvement needed. When satisfactory progress reviews are achieved and maintained, the staff member will be removed from probation on or before the end of the probation period. Probation, however, may be reinstated if the staff member’s performance or conduct falls below acceptable standards because of the same or similar problem within a six-month period following removal from probation, and the staff member may be terminated. Failure to achieve satisfactory results within any probation period will result in immediate termination.

Termination: Major offenses of a serious nature as determined by the College, in its sole discretion may result in discharge for the first violation. Examples of offenses of a serious nature include, but are not limited to, the following:

  • Flagrant disregard for policies and practices such as gross insubordination, threats or physical violence
  • Theft or destruction of College property
  • Dishonesty, breach of trust, or falsification of College records, including application form and time records
  • Violation of the College’s drug or professional conduct and no harassment policy
  • Gross negligence of duties
  • Disorderly or immoral conduct
  • Disclosure of information the College considers confidential
  • Possessing or transporting firearms, concealed weapons, or illegal weapons on College property.

The Associate Director of Human Resources and the department head will conduct an exit interview at termination.

Suspension: Upon agreement by the department officer and the Associate Director of Human Resources, a staff member may be suspended for up to five (5) more days with or without pay, pending an investigation. The staff member will receive written notice of the outcome of the investigation.