RIT
Human Resources

Performance Improvement And Discipline Administration

Applies To: All Regular Staff

Performance Improvement

It is the Institute's intent to establish staff guidelines for performance improvement. This policy is based on the premises that deficiencies in performance ordinarily are correctable, and that responsibility for the performance improvement process rests with the employee's supervisor. RIT complies with the New York State employment at will laws.

Supervisor Responsibility

The performance improvement process is the responsibility of the employee's immediate supervisor and should be initiated as soon as a problem is identified. A series of incidents or one very serious incident may call for corrective action. The employee's supervisor must document and communicate the problem to the employee. If the problem is caused by a lack of skills or knowledge, then the supervisor is expected to arrange for the necessary on-the-job training.

The following actions, among others, may be used in the staff performance improvement process:

Verbal Counseling

Counseling may serve to correct performance problems. The most productive approach to improving performance generally consists of reviewing job requirements with the employee, defining the problem in specific terms, and providing the employee with job-related objectives to work towards. The supervisor should contact the Human Resources Services Manager to assist in this process. In addition, the supervisor should document and maintain records of any such counseling meetings with the employee.

Disciplinary Actions

Written Warning

If the nature of the problem warrants, or if performance does not improve as a result of the verbal discussion(s), a written warning will be issued. A copy of all written warnings will be sent to the employee's personnel file and maintained for a two-year period. If no further written warnings are received during the period, out-of-date warnings will be removed from the personnel file, unless another Institute policy provides otherwise. The procedure for issuing written warnings is as follows:

The written warning must describe the performance problem. It should include, as applicable, such information as what has occurred, when and where the infractions took place, and refer to any past counseling sessions and actions taken to assist the employee in improving the performance. The warning also must specify the employee's expected performance, the time period in which any corrective action is to be completed, and the disciplinary action that will result if performance is not improved.

Disciplinary Probation

Disciplinary probation is closer supervision during a specific time period, normally not exceeding 90 days, during which the employee is required to make specified, positive efforts to correct a behavior or performance problem. It may be used in place of, after, or in combination with, a written warning. Probation should be restricted to those cases in which there is reasonable possibility that the behavior will be corrected.

The supervisor must review the terms of the proposed disciplinary probation with the appropriate Human Resources Services Manager prior to discussion with the employee. Procedures for issuing the probation will follow the procedure for written warnings.

Suspension

A suspension, which is defined as a temporary cessation of work, either with or without pay, may be imposed either as a disciplinary measure, or as a temporary measure pending further investigation of a serious allegation which may lead to discharge. Immediate suspension also may be used in cases where the employee is disruptive, or where the Institute considers the employee to be a hazard to fellow employees of the Institute.

Exempt employees will receive full pay during a suspension, if the employee has performed any work for the Institute during that workweek.

If an employee is suspended without pay pending investigation, and the Institute determines the allegations are not founded, the employee will be given retroactive pay at the regular rate of pay from the date of suspension. Such pay includes shift differential.

All suspensions must be reviewed and approved by the Assistant Vice President of Human Resources prior to implementation, except in instances of immediate disruption or hazard. In such instances, the supervisor who has made the decision to suspend must notify the Director of Human Resources as soon as possible after the suspension.

Discharge

Discharge, that is termination of employment, may result from, among other reasons, performance problems that are not corrected, or from employee actions that violate Institute policy or are otherwise serious. In cases where the nature and severity of the problem, and/or a history of past infractions, warrants, discharge may be immediate.

It is not possible to list the situations which may lead to discharge. Examples of activities for which an employee may face termination include, but are not limited to:

Adequate written documentation must precede any discharge. In addition, the discharge must be reviewed and approved by the Assistant Vice President of Human Resources prior to implementation.

Other Forms of Discipline

Depending on the severity of the problem, disciplinary action also may take other forms, including the withholding or deferring of salary increases or demotion. Under certain circumstances, transfer to more suitable work may be considered. The supervisor must review such measures with the appropriate Human Resources Services Manager prior to implementation.

Educational Development Faculty also are subject to special guidelines found in the Institute Policies and Procedures Manual. Supervisors should contact their Human Resources Services Manager for advice regarding discipline for Educational Development Faculty.

If an employee feels appropriate procedure has not been followed he/she has the right to exercise the staff grievance policy.