Corrective Actions Toolkit

Summary

Corrective actions, whether informal or formal, must depend upon the nature, consequence(s), or potential consequence(s) of the employee’s conduct or performance and the surrounding circumstances and mitigating factors, if any. The progression for actions begins with counseling. Counseling can be informal (verbal) or formal (written). If the initial corrective action is unsuccessful, or the nature of the conduct is of a level warranting immediate action, disciplinary action will be communicated via the Written Notice document listing the Group offense type (1, 2, or 3). When disciplinary actions are being considered it is important to focus on the job duties and the employee’s ability to perform satisfactorily. Reviews of previous counseling with the individual, actions for similar cases, similarly situated employees, and mitigating circumstances are critical factors.

Philosophy

Corrective and disciplinary actions must be founded on the principles of due process and will employ a range of actions that are applied based on the nature and history of the misconduct or unacceptable performance. The ultimate goal of corrective or disciplinary action as applied through the Standards of Conduct policy and its procedures is to help employees contribute fully to the University’s mission and goals.

Related Documents/Forms

• Two Minute Challenge
• 5 Roles of a Supervisor
• Notice of Improvement Needed
• Sample letter requesting absence documentation
• Sample letter of counseling for rude or disruptive behavior
• Sample of expectations in the workplace
• Written Notice Form

Important Links

• Standards of Conduct Policy
  • Attachment A: Sample of Offenses
• Performance Management Support
• Faculty and Employee Assistance Program

Additional Resources:

• Employee Development
• Equal Opportunity Programs Office
• University Ombudsman