Progressive Disciplinary Procedures (PPP-70) Policy & Training

ETSU practices progressive discipline beginning with supervisory counseling. The supervisory counseling tools of Informal Discussion sessions and Verbal Warnings are tools to problem-solve and improve performance, and are not used to punish the employee. In the event that disciplinary action must be taken against an employee for misconduct or poor performance, the University provides these Progressive Disciplinary Procedures to ensure prompt, consistent and fair treatment of all employees.

Before taking any action, supervisors should read PPP-70, and/or contact Employee Relations for a consultation.

pdf PPP-70 Policy DianaDiana McClay
Director of Employee Relations,
Compensation and Development
(423) 439-5825,
marlaMarla Hayman
Training Manager/
Employee Relations Specialist
(423) 439-6130,
     
Supervisors are also encouraged to complete our Progressive Disciplinary Procedures eTraining class.
“play”  disciplinename 

Tool Box for Supervisors:

  • APPENDIX A, Example of Formal Verbal Warning Memorandum
  • APPENDIX B, Two Examples of Written Warnings
  • APPENDIX C, Example of Memorandum Requesting Probation
  • APPENDIX D, Example of Memorandum Requesting Suspension Without Pay
  • APPENDIX E, Example of Memorandum Requesting Suspension With Pay
  • APPENDIX F, Example of Memorandum Requesting Demotion
  • APPENDIX G, Example of Memorandum Requesting Termination

  • Performance Evaluation Scenario Video, How to communicate your assessment of an employee's poor performance
    • Notice the following in the video:
      • The supervisor is well prepared. Supervisor has logs, business cards, EAP brochure, the employee's job description and a copy of the evaluation in hand before the meeting.
      • The employee has been given the chance to review the evaluation before meeting with the supervisor.
      • The meeting is held in a private and neutral setting, the conference room table (complete with tissues), rather than the supervisor's office/desk.
      • The supervisor has made notes regarding talking points in order to keep the conversation on track.
      • The employee is not surprised by the evaluation.

eValPoster

    • Did you notice the following in the video:
      • Supervisor maintained control of the conversation.
      • Supervisor ensured there was enough time allotted to finish the conversation without interruption.
      • Supervisor based the evaluation on FACTS about the employee's actual performance.
      • Supervisor kept the conversation focused on improvement opportunities/potential.
      • Even though the supervisor is obviously frustrated, she maintains a professional and respectful demeanor while still being direct and unwavering.
      • Supervisor set the stage for continuous communication.
      • The supervisor leaves the responsibility for success up to the employee.