What is Progressive Discipline?
Progressive Discipline Guidelines for Montana Municipal Employee
Progressive discipline is the process of using increasingly severe steps or measures when an employee fails to correct a problem after being given a reasonable opportunity to do so. The underlying principle of progressive discipline is to use the least severe action that is necessary to correct the undesirable situation. Increase the severity of the action only if the condition is not corrected. Not all disciplinary policies are progressive in nature. Many municipality policies allow the manager to determine the proper level of discipline based on the violation
and past practice. Reference the applicable municipal discipline policy to learn specifics of the municipality’s requirements for disciplining employees.
Some guidelines to consider regarding disciplinary action are:
• Thoroughly investigate the situation which includes obtaining the employee's explanation or response prior to administering discipline.
• Document the process and results of your investigation.
• It is acceptable to repeat a step if you feel that it will correct the problem. This may be the case if some time has passed since it was last necessary to address the issue and the situation has only recently reappeared.
• Be aware that an employee may be led to believe that nothing worse will happen if you continually repeat a step.
• The goal is to modify the unacceptable behavior to improve the performance. The goal is not to punish the employee but to more clearly communicate with the employee of the need to correct the problem.
• There is no rigid set of steps nor is there an inflexible rule that all steps must be followed before terminating an employee. In most instances, discipline will be used in progressively escalating steps that eventually lead to termination.
• Early, less stringent, measures could possibly be skipped for more serious offenses such as theft, fighting, drug or alcohol use or sale.
• All steps are typically used for attendance or general work performance problems.
• Though not required, it is strongly encouraged and considered best practice to have a witness or note taker present when meeting with the employee during the progressive discipline process. Your witness/note taker should never be a peer of the employee. Most cities or towns permit the employee to have a witness at such meetings if he or she wishes.
• Utilize the Employee Assistance Program (EAP), that is typically part of the employee benefits package to assist with disciplinary matters. Managers can mandate EAP services when coaching and disciplining staff.
• All steps of corrective coaching should normally be done prior to entering into formal disciplinary action.
3. Governing the Municipality 97
• Your City/Town mayor/manager is normally the final decision maker for termination and often for other forms of disciplinary action. Refer to your policy for guidance.
• Your city attorney should be consulted when termination is the step being taken.
• Employees should always have access to the grievance process if they feel discipline is unwarranted.
and past practice. Reference the applicable municipal discipline policy to learn specifics of the municipality’s requirements for disciplining employees.
Some guidelines to consider regarding disciplinary action are:
• Thoroughly investigate the situation which includes obtaining the employee's explanation or response prior to administering discipline.
• Document the process and results of your investigation.
• It is acceptable to repeat a step if you feel that it will correct the problem. This may be the case if some time has passed since it was last necessary to address the issue and the situation has only recently reappeared.
• Be aware that an employee may be led to believe that nothing worse will happen if you continually repeat a step.
• The goal is to modify the unacceptable behavior to improve the performance. The goal is not to punish the employee but to more clearly communicate with the employee of the need to correct the problem.
• There is no rigid set of steps nor is there an inflexible rule that all steps must be followed before terminating an employee. In most instances, discipline will be used in progressively escalating steps that eventually lead to termination.
• Early, less stringent, measures could possibly be skipped for more serious offenses such as theft, fighting, drug or alcohol use or sale.
• All steps are typically used for attendance or general work performance problems.
• Though not required, it is strongly encouraged and considered best practice to have a witness or note taker present when meeting with the employee during the progressive discipline process. Your witness/note taker should never be a peer of the employee. Most cities or towns permit the employee to have a witness at such meetings if he or she wishes.
• Utilize the Employee Assistance Program (EAP), that is typically part of the employee benefits package to assist with disciplinary matters. Managers can mandate EAP services when coaching and disciplining staff.
• All steps of corrective coaching should normally be done prior to entering into formal disciplinary action.
3. Governing the Municipality 97
• Your City/Town mayor/manager is normally the final decision maker for termination and often for other forms of disciplinary action. Refer to your policy for guidance.
• Your city attorney should be consulted when termination is the step being taken.
• Employees should always have access to the grievance process if they feel discipline is unwarranted.