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215 Cards in this Set
- Front
- Back
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Positive discipline is designed to solve these 4 types of problems |
FD Operations Safety Honesty Esipirit de Corps |
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Positive discipline minimizes the use of ________ to correct problems. |
Punishment |
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Positive discipline concentrate on dealing with individuals as _______. |
Responsible adults |
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Positive discipline focus is on communicating an expectation of ______, rather than ______. |
Change & improvement; future problems/termination |
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Positive discipline goal is to ______ incidents that lead to problems |
Prevent, limit, minimize |
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Informal resolution best accomplished when supervisors ______ & use the 6 informal techniques |
Adequately explain expectations |
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The six informal techniques |
Effective COACHING Sufficient TRAINING Remove OBSTACLES Timely FEEDBACK Arrange CONSEQUENCES Utilize COUNSELING |
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Supervisors and employees resolve a majority of all problems ________ |
Informally |
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Employee contributes to informal resolution by _____ & ______. |
Taking responsibility for elimination of problems Acknowledging that willful failure to take responsibility may result in discipline |
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Positive discipline is a _______, involving ______ & ________. |
Two part process Informal & formal process |
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Informal process techniques used to: |
Increase motivation and development Prevent problems from developing Ensure responsibility is not ignored Discover mutually acceptable solutions to problems |
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Formal process occurs when: |
Informal attempts fail Employee not taking responsibility to correct problems Problems of an immediate serious nature |
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Problem is defined as : |
Difference between Management expectations and employee’s successes at meeting those expectations |
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3 categories of problems |
Conduct, Attendance, and Performance |
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Conduct is a _______ |
Mode or standard of personal behavior |
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Most important aspect of job satisfaction |
Recognition |
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Examples of poor Conduct include: |
Insubordination Alcohol or controlled substance Fighting Threatening/Striking Dishonesty Theft Misconduct |
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Attendance relates to _______ & ______. |
Arrive at work for start of shift Present at assigned locations throughout the shift |
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Most frequent and difficult violations |
Attendance |
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Examples of Attendance problems: |
Tardiness Absenteeism Abandonment |
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Recognition is a _______ against problems |
Preventative tool |
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What S.O.P should be used for recognition |
LVFR SOP 167.00 - Exceptional performance |
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Two things that deserve recognition |
Action above and beyond the call of duty Performing competently and diligently over significant period of time |
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Other avenues of recognition |
FD “employee of month” City of LV “employee of month” City of LV Willie W. Davis “employee of year” “Peers cheers” ** “Sterling light” ** |
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Awards for immediate recognition |
Sterling light, peers cheers |
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Who’s encouraged to use recognition programs |
Each/every employee |
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_____ is the most difficult and unpleasant experience of work |
Punishment |
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For most people, only discipline comes from ______ interactions with supervisor |
Informal |
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Performance refers to: |
A persons ability to do satisfactory and competent work |
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Most common problems associated with performance: |
Failure to follow established policies or rules Failure to meet performance standards |
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Examples of performance problems: |
Appearance Safety Performance of duties |
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Coaching takes place _____ |
Directly at the work site |
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The worksite is comfortable and allows the employee and supervisors to ______ |
Refer to policies, equipment, tools, etc. |
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Supervisors must remember that it’s important to consider an employee’s ______ expectation’s. |
Overall success in meeting expectations |
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First question asked when problem arises |
Resolve informally or use formal discipline |
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Three questions to determine using informal/formal process |
Negative action or negligence that is clearly intentional Breach of safety, honesty, or negative impact on ops Violation of city, department, or division policy |
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Information gathering is a ______ |
Fact finding mission |
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Information gathering starts with a ______ |
Conversation between employee and supervisor |
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The underlying goal of the Informal Process |
Prevent problems from developing and quickly eliminate problems that do arise |
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Six strategies for Informal Process |
Coaching Training Obstacles Feedback Consequences Counseling |
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Informal, spontaneous discussion to develop employee KSAs |
Coaching |
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Two objectives of Coaching - help an employee _____ & _____ |
Seeking assistance in resolving problems Recognize that a problem exists |
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Coaching should be initiated when? |
As soon as it appears there’s a problem |
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Any resolution should be ____ |
Mutually agreed upon |
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At the conclusion of a coaching the supervisor may enter a _____. |
Training Report |
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Resolutions should be discussed in terms of ______ |
What is desired by the FD |
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Tip to assist in the communication process to ensure adequate understanding |
Restate what is heard |
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Coaching sessions should end on ______. |
A positive note |
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Training consists of activities designed to provide employees with _____. |
KSAs required to do the job properly |
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Training usually takes place in a _____ with ______. |
Structured format, pre-established objectives |
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Training deficiencies may be identified during _____. |
Coaching sessions |
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A training report should reflect ______ |
The type of training that was provided |
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Two questions to ask for training problems |
Has the employee received appropriate training Have any job requirements changed since the employee was trained |
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Removing obstacles involves ensuring the employee has the ______, ______, ______, & ______ required to do the job. |
Time, tools, equipment, & proper direction |
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Removing obstacles means that it’s important to _____. |
Look below the surface |
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Feedback is the act of providing _______ about conduct, attending, performance |
Specific qualitative and/or quantitative information |
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Counseling problems should be stated in terms of _______ conduct, attendance, or performance |
Desired versus actual |
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______, _____ feedback is essential |
Regular, short-term |
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Arranging consequences consists of ensuring _____, and that a ______ |
Makes a difference to employee and organization Job is done correctly |
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Counseling is a _______ between a supervisor and employee to correct problems |
Serious discussion |
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Counseling most closely resembles _____ |
Formal discipline |
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3 things that differentiate coaching from counseling |
Use of privacy Communication techniques Overall tone of discussion |
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Counseling should end on a _____ |
Positive, yet serious note |
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2 reasons why you would choose to do a counseling |
Problem requires more than a coaching Coaching has failed to resolve the problem |
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Counseling sessions are entered into _____ for tracking purposes |
Fire Department disciplinary database |
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How many copies for counseling documentation |
2 copies; both parties sign |
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Feedback is the act of providing _______ about conduct, attending, performance |
Specific qualitative and/or quantitative information |
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Counseling problems should be stated in terms of _______ conduct, attendance, or performance |
Desired versus actual |
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Formal process occurs as a result of ______ or _______ |
Failure of informal process Response to serious problem |
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4 parts of formal process |
Investigative interview Decision making process Administrative hearing Disciplinary meeting documentation |
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The investigative interview is a |
Formal meeting to discuss the problem at hand |
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What is completed to document the investigative interview? |
Section 1 of the LVFD disciplinary action form |
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How long does employee have to submit Investigative interview written responses |
Up to 48 hours |
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______, _____ feedback is essential |
Regular, short-term |
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Arranging consequences consists of ensuring _____, and that a ______ |
Makes a difference to employee and organization Job is done correctly |
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Counseling is a _______ between a supervisor and employee to correct problems |
Serious discussion |
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Counseling most closely resembles _____ |
Formal discipline |
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3 things that differentiate coaching from counseling |
Use of privacy Communication techniques Overall tone of discussion |
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Counseling should end on a _____ |
Positive, yet serious note |
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2 reasons why you would choose to do a counseling |
Problem requires more than a coaching Coaching has failed to resolve the problem |
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Counseling sessions are entered into _____ for tracking purposes |
Fire Department disciplinary database |
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How many copies for counseling documentation |
2 copies; both parties sign |
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Investigative interview should be conducted by ______ |
Immediate supervisor or the Fire Chief/designee |
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Formal meetings should always be held |
In private |
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An effective meeting is a ______, not a _____ |
Two-way conversation Not a lecture |
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Tone of investigative interview should be ______ |
Neutral |
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Golden Rule for investigative interview |
Treat others as you would want to be treated if roles were reversed |
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Any actions or non-action from investigative interview should be communicated to employee within _____ |
Fifteen (15) calendar days |
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Level of discipline should be recommended by who? |
Employee’s immediate supervisor |
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If there ARE doubts about discipline being appropriate the supervisor should _______ |
Confer with next level supervisor |
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If there ARE NOT concerns of discipline is appropriate, the supervisor should ____ |
Utilize the Disciplinary Algorithm |
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Tool for determining level of discipline on first infraction |
Disciplinary Algorithm |
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Infraction that’s severe and long-lasting |
Major |
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Disciplinary Algorithm only applies to _____ |
First infraction |
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Supervisors should always select the ______ to compel the employee to take responsibility for eliminating problems |
Lowest level of disciplinary action |
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The FINAL level of discipline is governed by the _____ |
Disciplinary program software |
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3 factors of Disciplinary Algorithm |
Safety, Honesty, Negative impact on FD Ops |
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Most serious consideration addressed by the supervisor |
Safety |
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Two most important characteristics of employees |
Honesty & Integrity |
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Negative impact relates to the department’s ______ from the employee’s infraction |
Inability to quickly recover from the costs or ramifications |
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2 levels of infraction severity |
Minor or Major |
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Infraction that’s not severe and temporary in nature |
Minor |
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Tool for determining level of discipline on first infraction |
Disciplinary Algorithm |
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Infraction that’s severe and long-lasting |
Major |
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How many steps in formal process? |
Four progressive steps |
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Step 1 action and lifespan |
Written notice; 3 months |
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Step 2 action and lifespan |
Written notice; 6 months |
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Step 3 action and lifespan |
Suspension - 1 week without pay; 12 months |
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Step 4 action and lifespan |
Suspension - 1 day with pay; 12 months |
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Step 4 is also called _____ |
Decision making leave |
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Any additional formal discipline during active period of a Step 4 results in _______ |
Termination hearing |
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After a supervisor makes an entry into the disciplinary database, they must _____ |
Inform their next level supervisor of the action taken |
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All formal discipline must be able to ______ |
Stand to scrutiny |
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Disciplinary Algorithm only applies to _____ |
First infraction |
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Positive discipline stresses discipline be based on what? |
Employee’s overall success at meeting managerial expectations |
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Active life-spans are defined as: |
Total time period the disciplinary action weighs against the employee |
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Active lifespans are subject to _________ to ensure continued progression |
Linking |
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How many informal actions are allowed |
1 in each category |
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Total Step 1 actions allowed |
2 total |
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Total Step 2 actions allowed |
2 total |
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Total Step 3 actions allowed |
2 total |
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Total Step 4 actions allowed |
1 total |
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Rule of total active steps applies unless what??? |
Court order or arbitration award |
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Administrative Hearings are scheduled whenever ______ |
Discipline may be greater than Step 2 |
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Supervisors should always select the ______ to compel the employee to take responsibility for eliminating problems |
Lowest level of disciplinary action |
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Minimum time given to employee to prepare for Admin Hearing |
7 calendar days |
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The FINAL level of discipline is governed by the _____ |
Disciplinary program software |
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3 factors of Disciplinary Algorithm |
Safety, Honesty, Negative impact on FD Ops |
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Most serious consideration addressed by the supervisor |
Safety |
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Two most important characteristics of employees |
Honesty & Integrity |
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Negative impact relates to the department’s ______ from the employee’s infraction |
Inability to quickly recover from the costs or ramifications |
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2 levels of infraction severity |
Minor or Major |
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Infraction that’s not severe and temporary in nature |
Minor |
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Tool for determining level of discipline on first infraction |
Disciplinary Algorithm |
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Infraction that’s severe and long-lasting |
Major |
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How many steps in formal process? |
Four progressive steps |
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Step 1 action and lifespan |
Written notice; 3 months |
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Step 2 action and lifespan |
Written notice; 6 months |
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Step 3 action and lifespan |
Suspension - 1 week without pay; 12 months |
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Step 4 action and lifespan |
Suspension - 1 day with pay; 12 months |
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Step 4 is also called _____ |
Decision making leave |
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Any additional formal discipline during active period of a Step 4 results in _______ |
Termination hearing |
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After a supervisor makes an entry into the disciplinary database, they must _____ |
Inform their next level supervisor of the action taken |
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All formal discipline must be able to ______ |
Stand to scrutiny |
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Disciplinary Algorithm only applies to _____ |
First infraction |
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Positive discipline stresses discipline be based on what? |
Employee’s overall success at meeting managerial expectations |
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Active life-spans are defined as: |
Total time period the disciplinary action weighs against the employee |
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Active lifespans are subject to _________ to ensure continued progression |
Linking |
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How many informal actions are allowed |
1 in each category |
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Total Step 1 actions allowed |
2 total |
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Total Step 2 actions allowed |
2 total |
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Total Step 3 actions allowed |
2 total |
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Total Step 4 actions allowed |
1 total |
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Rule of total active steps applies unless what??? |
Court order or arbitration award |
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Administrative Hearings are scheduled whenever ______ |
Discipline may be greater than Step 2 |
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Supervisors should always select the ______ to compel the employee to take responsibility for eliminating problems |
Lowest level of disciplinary action |
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Minimum time given to employee to prepare for Admin Hearing |
7 calendar days |
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The FINAL level of discipline is governed by the _____ |
Disciplinary program software |
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3 factors of Disciplinary Algorithm |
Safety, Honesty, Negative impact on FD Ops |
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Most serious consideration addressed by the supervisor |
Safety |
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Two most important characteristics of employees |
Honesty & Integrity |
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Negative impact relates to the department’s ______ from the employee’s infraction |
Inability to quickly recover from the costs or ramifications |
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2 levels of infraction severity |
Minor or Major |
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Minimum time given to employee to prepare for Admin Hearing |
7 calendar days; unless both parties agree to different time |
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Decisions from Admin Hearing will be communicated to the employee within _______ |
Fifteen (15) calendar days |
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Decisions from Admin Hearing are communicated during a _____ |
Disciplinary Meeting by the Fire Chief |
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Disciplinary Meetings are conducted by who? |
The immediate supervisor or the Fire Chief/designee |
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The Disciplinary Meeting is documented in ____ |
Section 2 of the LVFD Disciplinary Action Form |
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The nature of a Disciplinary Meeting is _____ |
Informational |
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Supervisors should not allow the Disciplinary Meeting to _____ |
Lead to debate |
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Section 2 of LVFD Disciplinary Action Form must be competed when? |
BEFORE the Disciplinary Meeting |
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What information must be on Section 2 of the LVFD Disciplinary Action Form BEFORE the meeting? |
Level of disciplinary action Date the database entry was made Date of Admin Hearing, if any Effective dates of the disciplinary action Suggested corrective action |
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What happens DURING the Disciplinary Meeting? |
Explain level of disciplinary action to be taken State the problem in terms of desired vs actual, and the changes expected Ask the employee to confirm understanding Indicate your confidence in the employee’s ability to perform properly Secure signatures of employee |
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Decisions from Admin Hearing will be communicated to the employee within _______ |
Fifteen (15) calendar days |
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Decisions from Admin Hearing are communicated during a _____ |
Disciplinary Meeting by the Fire Chief |
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Disciplinary Meetings are conducted by who? |
The immediate supervisor or the Fire Chief/designee |
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The Disciplinary Meeting is documented in ____ |
Section 2 of the LVFD Disciplinary Action Form |
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The nature of a Disciplinary Meeting is _____ |
Informational |
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Supervisors should not allow the Disciplinary Meeting to _____ |
Lead to debate |
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Section 2 of LVFD Disciplinary Action Form must be competed when? |
BEFORE the Disciplinary Meeting |
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What information must be on Section 2 of the LVFD Disciplinary Action Form BEFORE the meeting? |
Level of disciplinary action Date the database entry was made Date of Admin Hearing, if any Effective dates of the disciplinary action Suggested corrective action |
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What happens DURING the Disciplinary Meeting? |
Explain level of disciplinary action to be taken State the problem in terms of desired vs actual, and the changes expected Ask the employee to confirm understanding Indicate your confidence in the employee’s ability to perform properly Secure signatures of employee |
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Decisions from Admin Hearing will be communicated to the employee within _______ |
Fifteen (15) calendar days |
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State the specific problem in terms of ________ conduct, attendance, or performance |
Desired versus actual |
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What 2 things happen AFTER the Disciplinary meeting? |
Distribute copies of LVFD Disciplinary Action Form Monitor employee’s performance |
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All disciplinary actions MUST be ________. |
Documented |
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What are maintained SOLELY in FD database? |
Counseling sessions |
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Step 1 through 4 actions are maintained within the _____ |
FD disciplinary database |
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What disciplinary actions are maintained in both the FD database AND the employee’s HR file? |
Steps 2 - 4 |
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Disciplinary actions may be purged when _____ & ______. |
Six (6) months past inactive date Written request is submitted to the HR Director |
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The written request for discipline to be purged is submitted to the ______ |
HR Director |
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The active lifespan of disciplinary actions/purged dates are extended by ______, unless a written exemption is obtained from ______ |
Any leave that exceeds 30 consecutive days Fire Chief |
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Any leave that exceeds _____ will extends active lifespans of Disciplinary actions/purge dates |
30 consecutive days |
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Decisions from Admin Hearing are communicated during a _____ |
Disciplinary Meeting by the Fire Chief |
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Termination is NOT _____ |
Discipline |
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_______ is NOT discipline |
Termination |
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Termination is considered SOLELY as an _______ |
Administrative act separating an individual from City employment |
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Who typically delivers the termination notice? |
Senior Staff Officer AND a witness from the officer rank |
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Termination notices are delivered ____ |
In person |
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In cases where serious discipline is indicated but termination is not warranted, ______ may be considered |
Demotion |
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What meetings DO NOT require union representation? |
Informal - Coaching/Counseling |
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Employee’s have the right to union representation during what meetings? |
ANY meeting that may result in formal discipline |
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Who must be contacted is an employee requests representation? |
Local 1285 Principal Officer |
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What happens if there are no union reps available for a meeting? |
Meeting shall be postponed until one is available |
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Disciplinary Meetings are conducted by who? |
The immediate supervisor or the Fire Chief/designee |
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LVFD Disciplinary Action Form distribution- who gets what colors? (White, Pink, Yellow) |
White = Fire Admin Pink = Fire Admin Yellow = Employee |
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Written response for the LVFD Disciplinary Action Form must be received within _____ |
48 hours |
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Fire Administration will forward’s the _____ colored copy of the LVFD Disciplinary Action Form to ______ in Steps 2, 3, and 4. |
White Copy to Human Resources |
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The Disciplinary Meeting is documented in ____ |
Section 2 of the LVFD Disciplinary Action Form |
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The nature of a Disciplinary Meeting is _____ |
Informational |
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Supervisors should not allow the Disciplinary Meeting to _____ |
Lead to debate |
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Section 2 of LVFD Disciplinary Action Form must be competed when? |
BEFORE the Disciplinary Meeting |
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What information must be on Section 2 of the LVFD Disciplinary Action Form BEFORE the meeting? |
Level of disciplinary action Date the database entry was made Date of Admin Hearing, if any Effective dates of the disciplinary action Suggested corrective action |
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What happens DURING the Disciplinary Meeting? |
Explain level of disciplinary action to be taken State the problem in terms of desired vs actual, and the changes expected Ask the employee to confirm understanding Indicate your confidence in the employee’s ability to perform properly Secure signatures of employee |
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What must be done BEFORE the Disciplinary meeting?? |
Inform employee of rights to representation Complete section 2 of the LVFD Disciplinary Action Form |
