The objective of corrective action is to correct and resolve employee performance problems in order to retain the employee as a productive staff member.<\/p>\n
Whenever possible, the corrective action process should be a positive collaboration between the supervisor and employee to achieve necessary improvement rather than a punitive action against the employee.<\/p>\n
Supervisors can encourage employee job success by:<\/p>\n
This corrective action guide helps supervisors:<\/p>\n
The progressive corrective action process applies to all contract classified and classified non-union staff.<\/p>\n
Professional staff are employed \u201cat will\u201d and are not covered by this progressive corrective action process. Professional staff appointments can be modified or ended for any reason that does not unlawfully discriminate against the employee or violate public policy. Even without required progressive steps, good performance management principles encourage timely, appropriate feedback and documentation. Contact your HR consultant when considering professional staff corrective action.<\/p>\n
Classified employees still in their probationary or trial service period are not covered under the progressive corrective action process. Contact your HR consultant regarding probationary or trial service performance concerns that are not resolved by counseling and coaching.<\/p>\n
Return to top<\/a><\/p> Corrective action for classified non-union and contract classified staff must meet the \u201cjust cause\u201d standard.<\/p>\n Use the following six factors to assess whether there is just cause for corrective action in a given situation:<\/p>\n Failure to meet these six just cause factors can result in a corrective action decision being reversed or appealed if challenged.<\/p>\n Return to top<\/a><\/p> An employee must be:<\/p>\n For example, notification of unacceptable conduct could be provided through making employees aware of published performance or behavioral standards (such as a University policy or departmental procedure) or through previous counseling or coaching regarding that behavior.<\/p>\n However, some behaviors are so unacceptable (such as theft or violence) that corrective action, including dismissal, may be warranted even without prior notice.<\/p>\n The department\u2019s policies, procedures, practices, standards, and work rules must be reasonably related to efficient and safe operations.<\/p>\n Return to top<\/a><\/p> The performance or behavioral issue must be properly investigated prior to taking corrective action.<\/p>\n A fair and objective fact-finding investigation includes gathering some or all of the following information:<\/p>\n The investigation must reveal substantial evidence of the employee\u2019s responsibility for the performance issue or offense.<\/p>\n Performance expectations, standards, and corrective actions should be applied evenhandedly. Employees in similar situations should be treated comparably. Be sure to review past practices so that you can remain consistent in your response to performance issues with all of your employees.<\/p>\n A corrective measure must match the seriousness of the offense. Additionally, you must take the individual\u2019s employment and performance history into account. In other words, minor offenses and first occurrences typically warrant less severe action. Major offenses and repeated occurrences typically warrant stronger action.<\/p>\n Return to top<\/a><\/p> The first step in correcting performance is usually informal counseling. In most cases, it is appropriate to see if coaching, counseling, and retraining can bring performance up to a satisfactory level.<\/p>\n Feedback is typically given by talking directly with the employee. You should follow up with a simple written action plan or an email summarizing the discussion and action items.<\/p>\n Consider the following questions early on when an employee is not performing satisfactorily:<\/p>\n If the answer to any of the questions above is \u201cno,\u201d work with the employee to clear up any confusion. If necessary, help the employee find training or education to develop the required competencies needed in their job. Turning the \u201cno\u201d answers into \u201cyes\u201d answers may be all it takes to get the employee back on track to meeting performance expectations.<\/p>\n Return to top<\/a><\/p> Formal counseling is appropriate if:<\/p>\n Return to top<\/a><\/p> Final counseling is the last corrective action step prior to dismissal. Final counseling may be appropriate if:<\/p>\n Return to top<\/a><\/p> Dismissal is appropriate if the employee\u2019s performance or behavior:<\/p>\n Contact your HR consultant when you determine that dismissal may be appropriate. Work closely with your HR consultant through every step of the dismissal process.<\/p>\n Return to top<\/a><\/p> Collective bargaining agreements<\/a><\/p>\n Professional Staff Program<\/a><\/p>\n Employees needing support regarding corrective action can contact their HR consultant<\/a> or the Office of Ombud<\/a>.<\/p>\n Benefits-eligible employees having personal issues affecting their job performance can contact the WA Employee Assistance Program<\/a>, which provides confidential counseling.<\/p>\n\u201cJust cause\u201d standard<\/h4>\n
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Adequate notification<\/h4>\n
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Reasonable expectations and standards<\/h5>\n
Fair and objective investigation<\/h4>\n
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Substantial evidence<\/h5>\n
Consistent treatment<\/h5>\n
Appropriateness of corrective measures<\/h5>\n
Informal counseling<\/h4>\n
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Formal counseling<\/h4>\n
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Steps of formal counseling<\/h5>\n
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Final counseling<\/h4>\n
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Steps of final counseling<\/h5>\n
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Dismissal<\/h4>\n
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Steps for dismissal<\/h5>\n
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Resources<\/h4>\n
UW policies<\/h5>\n
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Civil service rules (classified non-union staff)<\/h5>\n
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