– PRINT ON YOUR DEPARTMENTAL LETTERHEAD – Date Employee, Classification Home Address OR Hand-delivered Whenever Possible Home Address Dear Mr. Employee: Please take notice that you are dismissed from your position of (Classification) effective today, (date). The grounds upon which this dismissal action is being taken are in accordance with…

– PRINT ON YOUR DEPARTMENTAL LETTERHEAD – Date Employee, Classification Home Address OR Hand-Delivered whenever Possible Dear Mr. Employee: Please take notice that it is the intent of this office to dismiss you from your position of (Classification) effective (approximately 10 days from date of letter). The grounds upon which…

– PRINT ON YOUR DEPARTMENTAL LETTERHEAD – Date Employee Name Classification (Hand-delivered) Dear Ms Employee: Please take notice that you are issued this disciplinary letter that equates to a thirty-day suspension. Although you will not miss work or have your pay docked, this non-punitive disciplinary action carries the weight, in…

– PRINT ON YOUR DEPARTMENTAL LETTERHEAD – Date Employee Name Classification (Hand-delivered) Dear Ms. Employee: Please take notice that it is the intent of this office to issue you a disciplinary letter equating to a thirty-day suspension. Although you will not miss work or have your pay docked, this non-punitive…

– PRINT ON DEPARTMENTAL LETTERHEAD – Date: To: Supervisor From: Manager Subject: Letter of Reprimand This is an official Letter of Reprimand for Discourtesy. On (date), while in a public forum, you raised your voice towards one of your direct reports. This is unprofessional and will not be tolerated from…

– PRINT ON DEPARTMENTAL LETTERHEAD – Date: July 31, 2010 To: Janine Jones, Legal Office Services Supervisor From: Alan Smith, Legal Office Services Manager II Subject: Letter of Warning – Waste of County Time Janine, we recently discussed during our July 29th bi-weekly meeting your excessive personal calls. It was…

DATE: Day following Interview TO: Employee, Classification FROM: Name, Supervisor SUBJECT: Counseling on Discourtesy As a result of my meeting with a client yesterday, I became aware that you had raised your voice and stated that you had lost your patience with her. When I spoke to you about this,…

The Non-Punitive Discipline Program is designed to help correct conduct and attendance problems by serving as a step in progressive discipline. Normally, the Non-Punitive Discipline Program will not be used to correct performance problems (quantity/quality of work). Performance problems are dealt with through counseling, corrective action plans with performance-specific objectives…

The Non-Punitive Discipline Program replaces unpaid suspensions with a disciplinary letter which fully equates to a suspension of a specified length (e.g., one day, three days, etc.) and the Union agrees and acknowledges that the disciplinary letter carries the full weight of such a suspension for the purposes of establishing progressive discipline.…

The overall goal of the Non-Punitive Discipline Program is to improve public service and productivity in the workplace by: Correcting conduct problems promptly, rationally and constructively Alleviating the financial impact of discipline on employees’ families Affording employees the ability to be rehabilitated and to clear their records Taking disciplinary action…

The County practices the concept of progressive discipline. When an employee’s conduct warrants corrective action, the supervisor/manager takes the lowest level of disciplinary action which: 1) is appropriate to the severity of the employee’s offense; and 2) is likely to result in the employee not repeating the misconduct. Under a traditional discipline…

All County employees are covered by the Non-Punitive Discipline Program. The Sheriff’s Office reserves the right to impose unpaid suspensions on law enforcement employees when warranted.

When an arbitrator decides whether to sustain or overturn a disciplinary action, he/she considers a number of factors. One of those factors is whether the level of discipline that was taken was appropriate under the circumstances. In making this determination, the arbitrator expects to see that any serious discipline was…

If the misconduct still continues, or if the first instance of misconduct is serious in nature, contact Employee & Labor Relations for consultation on the appropriate course of action. Following the concept of Progressive Discipline, Employee & Labor Relations will advise you to take the lowest level of corrective/disciplinary action…

The first step is to conduct an investigation. If you have personally observed the misconduct (e.g. an employee arrives late for work), the investigation may consist of a simple interview of the employee to get his/her side of the story. Investigations are discussed in detail in Section 8: Conducting Employee…

First, you must clearly communicate your expectations. Employees must know that they are expected to arrive for work on time, return promptly from breaks, follow procedures for requesting time off, treat customers and coworkers with courtesy and respect, etc. If your department has written policies covering these areas, make sure…

Conduct cases are those where an employee fails to comply with work rules, policies, and procedures such as arriving for work on time; treating clients and coworkers with courtesy and respect; being honest; maintaining a good attendance record; following procedures for requesting time off; using County time, supplies and property…