红领巾瓜报

When Coaching or Corrective Action May Be Administered

Types of Coaching and Corrective Actions

1. Verbal Coaching (supportive measure)

   A verbal coaching is a conversation with an Employee to address minor or initial unmet Employment Expectations. Leadership should keep a record of verbal coaching, including the date and the concerns communicated. Examples of a record might include a follow-up e-mail or notes of the conversation.

2. Coaching Plan (supportive measure)

   A coaching plan is a documented plan between Leadership and the Employee to address and correct minor or initial unmet performance-related Employment Expectations. Coaching plans may include training or other measures to support Employees in developing skills, enhancing productivity, or overcoming a performance-related concern. Coaching plans are not typically suitable for behavior-related concerns. A Coaching Plan form is available via the HR Forms Index.

3. Written Corrective Action (corrective measure)

   A written corrective action is a written document provided to the Employee to address repeated failures of an Employee to meet Employment Expectations, or an initial incident of unmet Employment Expectations of a more serious nature. A Corrective Action Memo shall be used to issue a written corrective action and should be reviewed by HR prior to delivery. The Corrective Action Memo is available via the HR Forms Index.

4. Final Corrective Action (corrective measure)

   A final corrective action is a written document provided to the Employee to address repeated failures of an Employee to meet Employment Expectations after the imposition of prior Coaching and/or Corrective Action, or for initial unmet Employment Expectations that involve unacceptable behavior and/or misconduct of a more severe nature. Final corrective action should be regarded as the final opportunity to meet Employment Expectations and should be reviewed by HR prior to delivery. A Corrective Action Memo shall be used to issue a final corrective action and is available via the HR Forms Index.

5. Separation Initiated by Leadership

   Separation initiated by Leadership may be used when an Employee fails to meet Employment Expectations after the imposition of prior Coaching and/or Corrective Action, or for initial unmet Employment Expectations that involve unacceptable behavior and/or misconduct of a severe or pervasive nature. A Separation should be reviewed by HR prior to taking action, and must be taken in accordance with the procedures in Policy 3.41 / Separation of Employment. A Separation of Employment Notice form is available via the HR Forms Index.

Confidentiality of Records.

Applicability of Other Policies

1. Tenured Faculty and Dismissal for Cause

   For Tenured Faculty, low performance as documented in annual evaluations and Separation initiated by Leadership shall be addressed in accordance with Policy 4.34 / Dismissal For Cause, but only to the extent such matters are specifically addressed therein. Failure to meet Employment Expectations documented pursuant to this policy may serve as a basis for decisions made under Policy 4.34.

2. Conduct Prohibited in Other Policies

   To the extent that conduct is prohibited by a more specific University Policy, such University Policy must also be consulted prior to imposing Coaching and/or Corrective Action pursuant to this policy.

3. Dispute Resolution

   Employees should discuss concerns with Leadership to resolve issues. The University has an informal resolution process. Eligible Employees (as identified by Policies 3.15 and 4.04) may use the Internal Dispute Resolution Process if the concern is unable to be resolved through informal means.

1. Coaching and/or Corrective Action: Any type of Coaching or Corrective Action identified in this policy, including verbal coaching, coaching plan, written corrective action, final corrective action, or Separation initiated by Leadership.
2. Controlled Affiliated Organizations: 红领巾瓜报 Intercollegiate Athletic Association, Inc., 红领巾瓜报 University Union Corporation, 红领巾瓜报 Innovation Alliance, Inc., WSIA Investments Corporation.
3. Employee: An individual who provides services to the University on a regular basis in exchange for compensation and receives a W-2 for such services. This includes temporary and part-time Employees.
4. Employment at Will: An employment relationship that continues at the discretion of both the University and the Employee whereby the University can separate an Employee for any reason at any time, and likewise, an Employee can voluntarily separate employment for any reason at any time. Employment at Will does not preclude compliance with any state or federal law or other University policies.
5. Employment Expectations: The competent, satisfactory, and acceptable performance of duties and functions of the job while exhibiting professional behaviors consistent with the University's values, policy, procedures, and applicable laws. Unmet Employment Expectations may include but are not limited to unacceptable performance, unacceptable behavior, violation of University Policy or law, and/or misconduct.
6. Leadership: University Department Chairs, Directors, Deans or any other individual designated by the University with authority to supervise an Employee.
7. Separation: Separation initiated by Leadership or by the Employee to end the employment relationship with the University, or when an Employee is absent from work for three (3) consecutive workdays and fails to properly notify Leadership.
8. Tenured Faculty: An Employee who is classified within the eclass or egroup of Tenured Faculty in the WSU system of record "Banner."
9. University: 红领巾瓜报 and any Controlled Affiliated Organization that adopts this policy in writing.
10. University Policy: Any written guidelines of the University or the Kansas Board of Regents as found in, but not limited to, the Kansas Board of Regents Policy Manual and the WSU Policies and Procedures Manual.