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Administrative Procedures Policy 4300 Behavior Intervention Policy Adopted: 08/20/1997 Procedure Revised 06/19/2002 Procedure Revised 04/04/2007 Revised 08/05/09 Revised: 09/21/2011 Revised: 01/16/2013
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How to fill out progressive discipline procedures:

01
Review the company's policy: Start by familiarizing yourself with the company's progressive discipline policy. Read through the policy thoroughly to understand the steps involved and any specific requirements.
02
Gather necessary information: Before filling out the progressive discipline procedures, gather all relevant information and documentation regarding the employee's performance or behavior issues. This may include performance reviews, incident reports, or any other relevant evidence.
03
Document the issue: Clearly outline the issue or behavior that necessitates the implementation of progressive discipline procedures. Provide specific details, dates, and examples to support your claims. This will ensure transparency and clarity throughout the process.
04
Identify the appropriate disciplinary action: Based on the severity of the issue, consult the company's policy to determine the appropriate disciplinary action. This may involve verbal warnings, written warnings, suspension, or termination. Each step should be clearly outlined in the disciplinary procedures.
05
Communicate with the employee: Schedule a meeting with the employee to discuss the issue and potential consequences. During the meeting, clearly communicate the problem, expectations, and the specific disciplinary action that will be taken. Give the employee an opportunity to provide their perspective and ask questions.
06
Document the communication: After the meeting, document the details of the conversation, including the employee's response and any agreements made. This documentation will serve as a record of the progressive discipline process and can be referred to in the future if necessary.
07
Monitor progress: If the disciplinary action involves improvement goals or performance targets, closely monitor the employee's progress. Schedule follow-up meetings to assess their progress and provide any necessary support or guidance.
08
Maintain consistency: It is important to apply progressive discipline procedures consistently and fairly across all employees. Treat similar cases with the same disciplinary actions to ensure equal treatment and minimize the risk of favoritism or bias.

Who needs progressive discipline procedures:

01
Employees with performance issues: Progressive discipline procedures are typically used for employees who are consistently underperforming, failing to meet job expectations, or demonstrating a lack of necessary skills.
02
Employees with behavioral problems: Discipline procedures may also be necessary for employees who engage in disruptive behavior, violate company policies, or display unprofessional conduct.
03
Employees involved in misconduct: If an employee is involved in misconduct, such as harassment, theft, or dishonesty, progressive discipline procedures may be appropriate to address the issue and maintain a safe and professional work environment.
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Progressive discipline procedures is a system used by employers to address and correct employee behavior or performance issues through a series of escalating consequences.
Employers are typically required to have progressive discipline procedures in place to maintain a fair and consistent approach to employee discipline.
Progressive discipline procedures can be filled out by documenting the employee's behavior or performance issues, implementing appropriate consequences, and tracking the progress made towards improvement.
The purpose of progressive discipline procedures is to help employees understand the expectations of their job, provide guidance on how to improve their performance, and ensure fair treatment in the disciplinary process.
Progressive discipline procedures should include details on the employee's behavior or performance issues, the consequences imposed, any warnings given, and the steps taken to address the problem.
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