Cindy Patterson, CETPA CTO Mentor Candidate

 

Learning Outcomes

 

PeM-12. Demonstrate a working knowledge with recommended practices for the documentation and remediation of unsatisfactory employee performance.

 

Context

 

Fred is an Application Systems Analyst at SCCOE and has been with the department for 8 years.  During that time he has had a consistent attendance problem.  When I was promoted to Manager of the department the previous manager mentioned Fred’s situation however there was no documentation in the file.  Fred has been given progressive discipline 3 times in the past 3.5 years, each on escalating a little farther.  Each time Fred corrects his attendance for a while and then slowly returns to being late and frequently absent. 

 

While the office standard is an 8 hour day beginning at 8 and ending at 5, I have adopted a more flexible model to facilitate the work and accommodate staff personal lives.  The core group hours are between 9am and 3pm.  Staff can choose to arrive any time between 7:30am to 9:00am and leave any time between 3:30pm and 6:00pm; they must work 8 hours per day.  Individual variances to this schedule can be arranged on a case by case schedule.  For example, if someone needs to leave for 2 hours in the middle of the day they can begin early and leave late to equal an 8 hour day, with prior approval.

 

Fred lives 35 miles away from the office and traffic is heavy during rush hour.  At the beginning of each year SCCOE issues the sick time available to staff.  Sick time may be rolled from year to year; it is not uncommon for staff to have large balances of sick time hours available.  Fred has usually expended all of his vacation time and quickly uses sick time when it becomes available in July.

Fred’s attendance variations are very disruptive.  It is not unusual to receive a text early in the morning that Fred will be late, another text at 10am from Fred stating he will be in at noon, and then an email or text at noon advising he will not be in for the day.  This year Fred’s attendance variations began to directly affect customers as Fred was late to trainings he was to lead, leaving 30 people wondering when the instructor would arrive.

 

Artifacts

 

                                          Artifact 1 – email documenting verbal warning

 

 

                                          Artifact 2 – first written warning with suspension

 

 

                                           Artifact 3 – send written warning with suspension

 

Conclusion

 

The artifacts presented demonstrate my ability to apply progressive discipline using the FRISK model.

 

Facts – documentation of absence variations

Rules – referencing union contract and code of conduct

Impact – explaining effect on team and customers

Suggestions – specific direction on what behavior is required

Knowledge – the employee’s rights to representation and to file a response