Structured Oral Interview Prep Flashcards
L.E.A.R.R.N.N
Listen Empathize Apologize React Reassure Now Notify
S.L.I.I.D.D.N
Corrective Action Process
Stop the behavior
Level: Company or District? In Service or OOS?
Investigate: gather facts
Identify: identify findings of investigation
Develop a course of action
Document everything; investigation, discipline
Notification: notify all supervisors involved
S of SLIIDDN
Stop
Stop the incident or inappropriate behavior immediately
L of SLIIDDN
Level
Determine the level at which the incident should be handled: company or district? In service or OOS? If OOS notify dispatch and DC immediately.
1st I of SLIIDDN
Investigate
Document ALL facts ASAP; do not assume guilt or jump to conclusions. Interview witnesses, collect evidence, review files for previous offenses (pattern of behavior) to ensure adherence to progressive discipline.
2nd I in SLIIDDN
Identify
Interview employee and identify the findings of the complete investigation. Mgmt witness when necessary. Inform employee of right to union rep.
Identify if there was in fact a violation. Did the employee know? Identify any mitigating factors or extenuating circumstances.
1st D in SLIIDDN
Develop
Determine what you think is appropriate and develop a course of action.
attempt counseling/coaching before discipline for minor incidents
Develop a plan. Involve the employee in process. Obtain commitment to buy in. Set a time table for improvement and follow up. Put plan in writing. Sign.
2nd D in SLIIDDN
Document
Document even if the issue is successfully handled w/ counseling
Compete and accurate documentation shows alleged event actually happened and that it was dealt with in a reasonable and timely manner. Assist in determining penalty. Shows progressive nature CAP.
Document counseling/verbal reprimand in your personal files, not employees.
N of SLIIDDN
Notification
Notify all supervisors involved and DC as a professional courtesy.
PEAP Referral
Not considered corrective action but may be used to help employee modify behaviors that may lead to corrective action.
Provides confidential counseling designed to assist w/ personal, financial, or substance abuse issues
Referrals may be voluntary or mandated by supervisor/agency
Verbal Reprimand
Mildest form of corrective action
Absolutely cannot be in writing
Document in Co diary and your personal working file only
Notify DC
Can be stricken from upon written request after 1 yr w/o disciplinary action
Written Reprimand
2nd mildest form of corrective action.
Form-66s, copies given to employee, HR, supervisor, and FC.
Filed in employees personnel file
Can be removed upon written request after 2 yrs w/o disciplinary action
LEARRN
Listen Empathize Apologize React Reassure Now Notify
L or LEARRNN
Listen
Listen carefully to the customer
DO NOT interrupt or tell customer to calm down
Engage them and gather info regarding their issue or complaint
Gather contact info
E of LEARRNN
Empathize
Feel their pain
“I understand how you feel.”
Empathize, not sympathize
A of LEARRNN
Apologize
Apologize to the customer even if you are not part of the problem
“I’m sorry you had that experience.”
DO NO accept or assign blame
1st R of LEARRNN
React
Decide what you will do to resolve the problem
Ask the individual what they would like done (formal complaint?)
Document and initiate F-273
2nd R of LEARRNN
Reassure
Reassure the customer that the process is initiated and the complaint will be investigated and appropriate actions taken
DO NOT make commitments or promises to the customer in regards to outcome
Create action plan for follow up
1st N of LEARRNN
Now
Do not delay, take immediate action
The longer the delay in the investigation and discipline process, the harder it will be to obtain factual information
The more expediently the complaint is handled, the more satisfactory outcome for the customer; and quicker action prevents further issues
2nd N of LEARRNN
Notify
Notify the appropriate individuals
Forward F-273 to DC through channels
Notify supervisor or the individual or company the complaint is against
Verbally council if appropriate
The key to solving day to day work problems?
Communication
Clear, constant, and consistent communication can prevent minor incidents from becoming major problems
9 Official Reasons for Disciplinary Process
Inefficiency Incompetency Dishonesty Insubordination Neglect of Duty Failure of Good Behavior Substance Abuse Excessive Absenteeism Violation of Civil Service Rules/Law/Ethics
