PROGRESSIVE DISCIPLINE PROCESS

Transcription

1 PROGRESSIVE DISCIPLINE PROCESS I. PURPOSE This policy establishes the guidelines for addressing performance deficiencies and unacceptable conduct of Archdiocesan personnel, and outlines the process of progressive discipline to be utilized when formal corrective action is required. II. SCOPE This policy applies to all Archdiocesan personnel associated with the Archdiocese of Galveston-Houston and its parishes, schools and other affiliated organizations (collectively the Archdiocese ). DEFINITION OF ARCHDIOCESAN PERSONNEL: As used herein, the term Archdiocesan personnel shall mean: 1) All professional staff associated with the Archdiocese, including, but not by way of limitation, all priests, religious, deacons, seminarians, professional lay staff, and school administrators and teachers; 2) All support staff employed by the Archdiocese, including but not by way of limitation, all non-professional staff, secretaries, receptionists and custodian personnel; and 3) Those volunteers associated with the Archdiocese as the Archdiocesan Director of Personnel/Benefits may designate, from time to time, as being subject to this policy. This policy shall not be applicable to the following persons: 1) Independent contractors of the Archdiocese and their employees; 2) Priests who are visitors in the Archdiocese, provided that they have in their possession a current Celebret and perform no pastoral activities except the celebration of Mass or performance of weddings or baptisms; and 3) Members of all religious orders physically located within the Archdiocese who are exclusively engaged in the operation of a religious institution (e.g., schools and hospitals) owned by their respective order and who engage in no pastoral activities outside of their respective religious institutions except the celebration of Mass or the performance of weddings or baptisms

2 III. POLICY It is the policy of the Archdiocese to maintain a qualified work force, which is dedicated to the goals of the Church and committed to exemplary conduct and superior performance. To this end, all Archdiocesan personnel are to be informed by their responsible Supervisors of what is expected of them in the performance of their jobs; how to conform with Archdiocesan rules, policies, and standards of conduct and behavior; and how the Archdiocese views their performance and level of contribution. When Archdiocesan personnel performance or conduct does not meet expected standards, it is the responsibility of management thoroughly to review and address the problems(s) in a timely, consistent and equitable manner, using a formal due process of Progressive Discipline, which normally includes four steps: 1. Coaching and counseling; 2. Formal warning; 3. Probation; and 4. Termination. IV. ADMINISTRATION A. Coaching and Counseling A large portion of performance and conduct deficiencies are identifiable, and in many cases, can be addressed and resolved through informal coaching and counseling between the responsible supervisor and the worker. 1. An effective coaching and counseling process contains the following elements: a) Clear identification of the problem(s), with appropriate examples; b) A mutually agreed upon action plan to address and resolve problem(s), with appropriate examples; c) Documentation of all meetings and discussions, retained in the supervisor s file; and d) Major progress toward, or complete resolution of the problem in the early stages of development

3 B. Formal Warning Formal warning should be initiated when (1) coaching and counseling have failed to resolve the problem, or (2) when the seriousness of the issue requires a more immediate and formal resolution. C. Probation 1. To initiate formal warning the supervisor must prepare a Formal Warning Document which should include: a) A general statement that performance or conduct is not acceptable; b) A specific statement of the problem area(s); c) Reference to the efforts the responsible supervisor has taken to help the worker improve performance; d) Establishment of clear performance objectives and specific measures which will be used to assess improvement; e) Statement outlining the consequences of failing to meet established goals or to demonstrate a good faith toward improvement in a reasonable time frame (usually days); and f) Statement indicating the responsible supervisor s availability and willingness to assist the worker in improving performance to expected levels. 2. The Formal Warning Document should be presented formally at a meeting with the worker which includes: a) An in-depth review of problem areas; b) The development of an action plan to address the issues raised; and c) The worker s signature to the Formal Warning Document to indicate receipt and understanding of what is expected during the warning period. 3. All these papers are to be kept in the personnel files. Probation is the third step in the Progressive Discipline Process prior to dismissal. 1. Probation should be initiated only after the warning process has not succeeded, or when the infraction or deficiency is such that a second occurrence would clearly warrant termination

4 2. The Probation process consists of the same elements as formal warning process, with emphasis on the fact that failure to meet the conditions of the probation will result in dismissal if significant improvement is not demonstrated throughout the Probation period (usually 30 days). D. Removal from Formal Warning or Probation E. Termination 1. The worker should be notified in writing that the necessary performance improvement has been made, and that he/she is no longer in a warning or probationary status. 2. The worker should be informed, however, that any future recurrence of the problem will result in further Progressive Discipline actions, up to and including termination. Termination for performance or conduct related reasons should be administered only under one of two conditions: F. Documents 1. Failure to successfully complete the Progressive Discipline process; or 2. Serious and major offenses, such as, but not limited to, dishonesty, violation of major ethical standards, conflict of interest, conviction of a crime, or insubordination. All documents associated with the Progressive Discipline Process are to be retained as part of the worker s personnel file. V. RESPONSIBILITIES A. Vicars, Secretariat Directors, Pastors, Principals or other Equivalent 1. Ensure that all Archdiocesan personnel fully understand their job responsibilities and expected levels of performance; 2. Provide regular and timely feedback to all Archdiocesan personnel on their performance; and 3. Administer progressive discipline actions when required in accordance with this policy

5 B. Office of Personnel/Benefits C. Personnel 1. Provide advice and counsel to management and Archdiocesan personnel regarding the intent and proper administration of progressive discipline actions; 2. Ensure that all required documentation is completed; and 3. Set standards for Archdiocesan personnel files at each location. 1. Maintain a full understanding of job requirements and performance standards; 2. Maintain a high level of professional conduct and performance; and 3. Respond to management directions by initiating performance improvement actions when appropriate