• Is not considered discipline; nothing in writing to employee.
• Reminds/notifies employee of correct behavior/performance.
• Generally used prior to oral/written counseling.
• Refers to specific problem area(s) needing improvement; emphasizing future expectations.
• Document by making notes to yourself of what you said, and the date.

1. Oral/Written Counseling:

• Is not considered discipline; written record to department file, but no copy sent to personnel or elsewhere.
• Refers to a formal discussion intended to assist employee in improving performance or correcting problems.
• May serve to clarify standards, evaluate strengths and weaknesses, or solve problems.
• Counseling is often the first step in progressive discipline.
• Document counseling with a memo to the employee and notes to yourself of what was discussed, and the date.

1. Warning Letter (Written Reprimand):

• Refers to problem and prior actions taken (e.g., I've spoken to you about this on several occasions and counseled you two weeks ago).
• States expectations of change/follow-up.
• States consequences for failure to improve.
• Advises employee as to appeals process (if any).
• Allows for rebuttal (see me if you have questions or concerns).

1. Suspensions:

• Use due process (Skelly) for suspensions.
• Suspensions usually occur after lower-level discipline (or counseling) has been tried and has failed to correct the problem.
• Employee has a right to see documents and other information upon which the action is based.
• Employee has the right to respond orally and/or in writing prior to the action being taken.

1. Termination:

• Checklist is the same as for suspensions.
• Remember that trying to talk an employee into resigning or retiring in-lieu-of termination is discouraged. If the employee ends up resigning or retiring after such an exchange, they may have the same appeal rights as though they had been terminated.

1. Demotion (for cause):

• Sometimes used when the employee held previous status in a lower job classification.
• May be appropriate in instances where the problem is one of performance as opposed to conduct. For example, the employee performed well in the lower classification, and did not exhibit inappropriate conduct in the higher classification.
• Not appropriate in instances where the employee has exhibited inappropriate conduct (for example, theft).
• May not be appropriate in instances where the employee does not have previous experience in the lower classification, as there is no evidence that they will be able to perform in the lower classification.

1. Fines:

• Rarely used.
• Monetary penalty without time off.
• May be appropriate in instances where an employee is on salary (i.e., not subject to hourly deductions in pay for periods of less than a week) and/or when a suspension would be counter-productive (i.e., the employee is badly needed at work)