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DDH Disciplinary Model:: Positive Discipline

The document outlines a positive disciplinary model used by DDH that includes approaches to both non-compliance and exceptional performance. It details reformative and corrective actions that range from coaching to separation based on the severity and frequency of issues. A due process is described which involves validating reported issues, notifying the employee, investigating if needed, deciding on actions, and implementing the decision.

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HabakukShikwane
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© © All Rights Reserved
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75 views

DDH Disciplinary Model:: Positive Discipline

The document outlines a positive disciplinary model used by DDH that includes approaches to both non-compliance and exceptional performance. It details reformative and corrective actions that range from coaching to separation based on the severity and frequency of issues. A due process is described which involves validating reported issues, notifying the employee, investigating if needed, deciding on actions, and implementing the decision.

Uploaded by

HabakukShikwane
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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DDH Disciplinary Model:

Positive Discipline

Disciplinary Model

Punitive

Progressive Discipline

Positive Discipline

The Recognition Program is linked to the


Code of Conduct/Behavior

The Code of Behavior


Approach to
Non Compliance

Reformative

Approach
Corrective Approach

Acceptable
Performance and
Behavior

Approach to
Exceptional
Performance and
Behavior

Variable compensation
Career Movement
Recognition

A. Reformative Action
Reformative or corrective action must be fair and appropriate. The decision on the appropriateness of the action shall be
based on the gravity, frequency, circumstance, and impact of the performance or behavioral gap as may be shown in the
results of the Due Process.
A corrective action must be accompanied with a reformative action to sustain improvement except for separation
decision.
Action

Description

Application

Coaching for
Improvement

Coaching is guiding, motivating and making the


employee recognize and commit to address
performance or behavioral gap.
The aim is to improve performance or behavior of the
employee by providing feedback and motivation.
Coaching should be immediate and specific.

When the observed or reported gap is


minor or is a first-time violation and can
be corrected immediately.

Improvement
Plan

A specific and measurable action plan that the employee


commits to follow in order to address performance or
behavioral gap.
This could be in the form of:

Clarification of expectations

Review of Dialogue agreements

Specific training requirements including self-learning

Other similar interventions

When there is a gap in knowledge or


skills that hinders good performance, or
a gap in proper behavior, and when this
can be corrected within reasonable
period given appropriate guidance and
intervention.

Sharing of
Learning

This involves sharing of experience and learning with


relevant stakeholders.
The aim is to have the employee internalize the lessons
and share these with others so that similar situations
may be avoided.

When an employee commits a


performance or behavioral violation that
is likely to be repeated by other
employees, (e.g., safety) and there is
value in sharing lessons learned.

B. Corrective Action
Action

Description

Application

Written
Reminder

A documented reminder to warn an employee of a gap.


The aim is to enforce performance and behavioral
improvement and to make the employee realize the
importance of correcting the gap.
This action is a prelude to potential severe penalty if
the performance or behavior gap is not addressed.

When an employee fails to meet performance or behavioral


standards and the impact to person, productivity, efficiency,
or financial is minimal.*

Suspension

Suspension is forced absence from work without pay.


The aim is for the employee to realize the impact of the
undesirable performance or behavior and to reflect on
future action or decision with regard to his work.
Suspension ranges from a minimum of 3 work days to
a maximum of 15 work days.

When an employee repeatedly (up to 3rd time) fails to meet


performance or behavioral standards, or when the impact of
the infraction to person, productivity, efficiency, or financial
is moderate*.

Separation

Separation is a sanction applied for serious violation of


the CoB.

When an employee commits:

Gross and habitual neglect of duties, or

Willful disobedience of lawful orders of the company or


its representatives in connection with his work, or

Serious misconduct, or

Fraud or corruption, or

Acts that result in loss of trust and confidence, or

A crime or offense punishable by imprisonment, or

An act where the impact to person, productivity,


efficiency, or financial is substantial*, or

Other causes similar to the foregoing, or


When an employee continually (more than 3 times) fails to
meet performance or behavioral standards.

An employee may be separated through:

Termination for Cause, in which case the


employee will not be entitled to claim benefits from
the retirement plan, or

Voluntary Separation, in which case the


employee may claim benefits from the retirement
plan.
Voluntary separation may be allowed depending on
the circumstances of the case, subject to approval
of the Functional Head and HR Head and / or the
COO.

Due Process Performance Gap


Step
1

Process
Observation
and report

Description

Validation

Anyone or
supervisor
HR

Gather relevant data and facts

Supervisor with
HR

Dialogue

frequency
Support provided to achieve goals
Past discussions, actions, etc.

Explanation
Decision

Coach employee for the first time or minor gap

Supervisor

Use STAR-AR

Inform the employee of the gap


Ask to explain within 5 working days

Supervisor

Notice of Gap

Prepare and submit explanation


Provide supporting documents as needed

Employee

Written
Explanation

Review and decide appropriate reformative or corrective


action in consultation with HR
Prepare Corrective Action memo
Inform employee of the decision
Agree on Improvement Plan where applicable.

Department /
Functional
Manager
Supervisor
HR

Corrective Action
Memo

Supervisor with
HR

Improvement Plan

Implementation

Description
Other reports

Job

Perf appraisal
Performance
Gap Report

Determine performance gap based on CoB


Decide whether to proceed with informal coaching or the
next step

Notice of Gap

Forms / Ref

Observe and report (if not observed by the supervisor)


performance gap
Performance appraisal rating showing below expectation or
E performance
Impact,

Responsible

Implement decision
Decision must be implemented within 5 working days from
date of decision except for separation which should be
implemented immediately
Monitor progress of employee, conduct coaching and other
interventions as needed

Improvement Plan

Due Process Behavioral Gap


Step

Process

Report or
observation

Validation

Description

Resp

Forms / Ref

Observe and report (if not observed by the supervisor) behavioral


gap
Inform HR of infraction
Fraud or corruption issue may be reported directly to Immediate
Superior, Mancom or Plant Manager

Anyone or
Supervisor
HR

Performance
or Behavioral
Gap Report

Gather and document information and relevant facts


May conduct interviews, internal audit, lifestyle check or special
investigation
Determine specific infraction based on CoB
Decide whether to proceed with informal coaching or the next step

Supervisor
and HR

Performance
or Behavioral
Gap Report
Use STAR-AR

Notice of
Gap

Fraud or corruption cases may be validated at the department or


functional level before elevating to the Anti Fraud & Corruption
Committee

Inform the employee of the gap


Ask to explain within 5 working days.
Preventive Suspension will be imposed where the continued
presence of the employee concerned may impact the investigation
or poses danger or threat to the company, co-employees or other
stakeholders
Preventive suspension shall be imposed for a maximum of 30
calendar days without compensation. If the employee is cleared of
the reported infraction, he shall be fully compensated for the whole
duration of the preventive suspension.

Supervisor
and
Manager
with HR

Notice of
Violation

Prepare and submit written explanation


Provide supporting documents as needed

Employee

Written
Explanation

Explanation

Coach employee for first time or minor gap

Manager

Preventive
Suspension
Memo

Due Process Behavioral Gap


Step
5

Process
Investigation

Description

Decision

Responsible

Depending on the seriousness of the violation, investigation and review


will be conducted by:

Supervisor or next level manager

Adhoc or Peer Review Committee

Anti Fraud and Corruption Committee


HR and Department or Functional Head will determine the appropriate
Committee
Conduct investigation
Submit findings and recommendations to the concerned Department
or Functional Head

Manager
HR

Decide appropriate action based on investigation findings and


recommendations and in consultation with HR
Prepare Corrective Action Memo
Inform employee of the decision in writing
Agree in Improvement Plan if applicable

Department /
Functional
Head
HR

Implementation

Implement decision
Decision must be implemented within 5 working days from the date of
decision except for separation which should be implemented
immediately
Monitor progress of employee, conduct coaching and other
interventions as needed

Investigation
Report

Committee

Penalty shall be decided as follows:


Written Reminder and Suspension - Manager who is two job level
higher than the concerned employee
Separation - Functional Head
Fraud and corruption cases will be decided by the Anti Fraud and
Corruption Committee
7

Forms/Ref

Supervisor

Corrective
Action Memo
Improvement
Plan

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