Procedure 4.4.1(p) LTC Positive Discipline
Approved: December 2010
It is the goal of Lanier Technical College to emphasize quality and excellence in all aspects of our operations. As such, our Positive Discipline process is designed to promote a high level of employee discipline by correcting performance problems as they arise, building genuine employee commitment to the organization, and encouraging and promoting the development of effective working relationships between supervisors and their subordinate staff. The Positive Discipline process focuses on effective and timely decision-making coupled with individual responsibility and accountability.
The Positive Discipline process emphasizes an employee's responsibility and accountability for his/her own behavior and actions by communicating an expectation of change and improvement in a respectful, non-threatening way, while maintaining concern for the seriousness of the situation. Key aspects include recognizing and encouraging good performance, correcting performance problems through coaching and counseling, building commitment to high work standards and safe work practices, and promoting excellence in the delivery of services.
The Positive Discipline process covers all full-time employees who have been employed with TCSG or Lanier Technical College for more than six (6) months. It is understood that all employees on an active step of discipline will have the opportunity to be placed on a Decision Making Leave unless a subsequent disciplinary offense is sufficiently serious to justify dismissal. The Positive Discipline process is designed to address problems in such general areas as performance, conduct, behavior, attendance, and safety. This policy is not to be considered an explicit or implied contract between TCSG/Lanier Technical College and any employee or group of employees. TCSG reserves the right to adapt, modify, or abandon this policy at any time for any reason, with or without advance notice to any employee. A summary of the steps and activities associated with the Positive Discipline Process is outlined in the Performance Management Matrix. Definitions of actions listed on the Matrix are:
- Positive Contacts – Designed to recognize good performance and serve to encourage continued performance of assigned tasks in an exemplary manner.
- Informal Coaching – Serves to informally advise an employee of the need to improve in one or more specific areas.
- Performance Improvement Discussions – More serious informal conversations about performance problems before the need for a formal step of disciplinary action arises.
- Reminder 1: The first formal level of disciplinary action that represents increasingly serious and/or repetitive infractions(s) of established policies, rules, guidelines, and/or directives. The supervisor will seek to gain the employee's agreement to change and return to fully acceptable performance.
- Reminder 2: The second formal level of disciplinary action that represents increasingly serious and/or repetitive infraction(s) of established policies, rules, guidelines, and/or directives. The supervisor will again (or for the first time) seek to gain the employee's agreement to change and return to fully acceptable performance.
- Decision Making Leave: The final step of the Positive Discipline Process. The employee will make a final decision about whether he/she can solve the immediate problem and commit to maintaining fully acceptable performance in every area of his/her job, or resign and seek employment elsewhere.
Note: The Positive Discipline steps outlined are not required to be followed in sequence. Please review the complete Positive Discipline policy, procedure and attachments available on the internet at www.tcsg.edu/policy III. Human Resources, T. Positive Discipline.