Performance Management
Employees are most likely to be successful performers when they clearly understand their assignments, know what level of performance is considered acceptable, and receive consistent feedback. Evaluation of an employee's performance is not just a once-a-year activity done by a supervisor to an employee. It is an ongoing process that involves information from coworkers, customers, the supervisor, and even the employee. The employee is just as responsible for his or her successful performance and evaluation as the supervisor.
Factors That Impact Performance
Performance may be impacted by vague expectations, barriers to access, medical conditions, personal circumstances or job dissatisfaction. Determining the origins of unacceptable performance is the first step toward making necessary improvement. Following are typical factors that impact performance and options and resources that may be considered.
- Unclear Expectations
- Inadequate Knowledge/Skills
- Workplace Conflict
- Job Dissatisfaction
- Health Conditions & Disabilities
- Personal or Family Issues
- Childcare
- Elder Care
Adressing Performance
Discipline may be appropriate and necessary for some continuing or serious performance problems. Discipline is often considered a form of "punishment," but that need not be the case. While discipline can have negative consequences and must warn about possible future consequences, it can be a powerful motivator for positive change. By approaching discipline as a strategy of corrective instruction in which the supervisor and employee respectfully work together to improve the employee's performance, discipline can become a problem-solving process. Such an approach also allows for documenting how the employee will be held accountable, and a supervisor's commitment to helping the employee become successful.
Corrective Action & Progressive Discipline
The intent of corrective action is to bring an employee's performance up to an acceptable level or to respond to inappropriate conduct. The corrective or disciplinary action taken will depend upon the nature and seriousness of the specific circumstances.
Idaho State University may utilize corrective action including, but not limited to: coaching sessions, verbal warnings, written warning letters, suspension, involuntary demotion and/or termination depending on the severity of the violation. Although normally applied progressively, any of these corrective measures may be used at any time when warranted by the particular circumstances up to and including dismissal.
Diciplinary Policies
Disciplinary Action for Classified Staff
Disciplinary Action for Non-Classified Staff
Disciplinary Action for Faculty
Level of Discipline Decision Factors
- What are the facts and circumstances of the problem--who, what, when, where, why?
- How severe is the problem or infraction? What was the impact, or possible impact, of the employee's action?
- What is the employee's past disciplinary record, and how long has it been since the last disciplinary action?
- What is the employee's length of service?
- Are there any aggravating/mitigating circumstances?
- Were there legitimate obstacles to proper performance?
- What has department management done in like or similar situations? Has there been consistency in applying discipline in similar situations with other employees?
- Did the employee receive advance warning of the possible or probable consequences of the employee's conduct/performance?
- What documentation exists that outlines corrective action efforts that have been addressed with the employee, including performance evaluations?
- Was there sufficient time to show correction?
- Was the rule or policy reasonable?
- Was the investigation objective and complete?
- What level of discipline will the results of the investigation support?