This is usually the next level of progressive discipline after one or more written warnings This alternative is usually used when you do not want to remove the employee from the site, but serious discipline is required. It is a popular alternative, instead of suspending without payment, in case of chronic absenteeism or delay. Of NASA`s ten centers, the Lewis Research Center is the only one with a formal and written alternative discipline policy. Instead of a suspension of up to 14 days, the Lewis Center issues disciplinary letters that are kept in the personal file for two years and carry the same weight as a formal prosecution in suspension. Most other centres have experimented with informal settlement instead of formal discipline, including pre-trial settlements. Headquarters actively encourages centres to consider settling into any disciplinary situation as an option and to share their experiences with each other. NASA considers its extensive use of faint hope agreements as part of this approach. The goal of alternative discipline is to get an employee to commit to solving the problem and becoming productive. In many cases, AD leads to corrected behavior, and when this is not the case, a basis is laid for more formal and serious action. In both cases, the focus is on the issues and not on the procedure.
The most common disciplinary measures used on the Berkeley campus are written warnings and suspensions without payment. The concept of progressive discipline does not require you to apply all of the actions described above, but it is generally expected that you will use more than one type to correct employee performance or behavior problems, as discipline should generally be progressive. The Agency`s alternative disciplinary system is an informal ad hoc system. The system generally consists of issuing a « instead of a letter », i.e. a letter addressed to the employee instead of the traditional disciplinary suspension that might be appropriate in these circumstances. This document is kept as a temporary document in the employee`s official personnel register for a maximum period of four years. The agency also used a « paperless » suspension, i.e. a personnel measure (SF-50) was issued documenting a suspension, but in collaboration with the agency`s payroll office, no money was lost to the employee. However, the SF-50 was retained as a permanent document in the employee`s personnel file, as if the suspension order had not been « paperless ».
There is no formalised procedure for the Agency`s system. The goal of alternative discipline is to positively change an employee`s behavior by offering an alternative way to correct misconduct. It is generally not necessary to conduct a comprehensive investigation, the preparation and documentation of proposals and decisions in case of adverse actions on the part of management, as well as the preparation and presentation of responses and possible replacement costs by employees are reduced and potential complaint procedures, complaints or appeals are avoided. Human Resources adopted Dr. Edward Deming`s management philosophy and examined employee function and labour relations to determine what could be done more effectively. The conclusion was that the traditional system of discipline created a hostile and confrontational environment for supervisors and employees and rarely resulted in behavioural changes. In addition, it was costly and inefficient to suspend employees from the workplace. The agency relied on a mcDonald-Douglas Corporation program and other programs within the Navy to develop the constructive discipline process (see also Constructive Discipline at the Naval Surface Warfare Center). In a case where traditional discipline could require a suspension penalty without payment, the employee and agency under the AD could agree that a letter instead of a suspension is appropriate. An important aspect of AD is that the employee is interested in AD because he or she is actively involved in determining how to solve the workplace problem. There are no rules for alternative discipline within the agency.
The system allows management and the employee who committed a violation to accept a form of corrective action other than traditional discipline. This may include participation in remedial classes, holiday donations, community services, apologies, etc. It aims to enable a rapid resolution of problems that avoid the costs and wasted time resulting from the use of formal complaint systems and contribute to a more positive solution of problems from both the point of view of management and from the point of view of the employee. It is not used in situations where removal is justified or where legal sanctions apply for the violation. An alternative discipline (AD) may be offered to employees as an alternative to traditional discipline, provided that the individual circumstances meet the criteria of the organization`s written policy. AD can be initiated instead of the traditional disciplinary process or at any stage of the traditional process. Individual employees are not entitled to further disciplinary action, nor can the agency impose the AD on its employees because participation is voluntary. The use of other disciplines within the Agency shall be carried out strictly on an ad hoc and informal basis, as appropriate. Given the relatively small number of adverse measures taken by the Agency, other disciplinary measures have rarely been applied.
In extreme cases, such as abandonment of employment, theft or an act that endangers others, the crime can be so serious that progressive discipline is not required. When deciding what disciplinary action to take, remember that discipline must be constructive. Their purpose is to guide the employee to correct performance or behavior, not to punish the employee. As a general rule, your action should be just enough to get the employee`s attention. .