OU uses positive discipline to help staff employees close the gap between expected and actual performance or conduct. The goal is improvement: clear expectations, specific feedback, and a real opportunity to correct the problem.
The process at a glance:
| Coaching | A minor performance or conduct issue; usually the first action. |
| Written Reminder | Coaching hasn't worked, or the issue calls for formal documentation from the start. |
| Final Warning | Earlier documentation hasn't worked, or the issue calls for an escalated response. |
These actions generally happen in this order, but they may be repeated or skipped depending on how serious the issue is, the employee's history, and the circumstances.
Managers are encouraged to consult with their department HR Coordinator or an HR Business Partner when considering the discipline of an employee.
The university is an at-will employer. Either the employee or the university may end the employment relationship at any time, with or without cause. The positive discipline process is guidance for supervisors. It does not create a contract, a property right, or a right to any particular process. Termination may occur before, outside of, or at any point during the process.
Who this applies to: Benefits-eligible regular staff employees in full- or part-time continuous appointments. It does not apply to faculty or other academic appointments, including graduate assistants and postdoctoral fellows. Academic supervisors may use this process for academic positions other than Regular Faculty, in consultation with the Provost's office.
Setting expectations is not a step in the positive discipline process. It is what the process depends on. Employees can't meet expectations they don't know about, so explain performance and conduct expectations when someone starts, and again whenever they change.
Expectations usually cover the quality, quantity, and timeliness of the work, the methods and procedures that apply, and how resources are used. They also cover how people do their work, such as customer service, accountability, and treating others with respect.
When to Use
Coaching is a conversation about a minor issue. The goal is to correct it early by clearly explaining how the employee's performance or behavior falls short of expectations.
Having the Discussion
In a coaching conversation, the supervisor:
The employee is expected to correct the issue, ask questions when something is unclear, and keep the improvement going.
Documenting
Use the Positive Discipline Documentation form and select Coaching as the action being taken. Documentation should, at a minimum, include the:
Next Steps
At the conclusion of the meeting, or as soon as possible after:
About the employee's signature. It shows only that the employee received the form, not that they agree with any or all of the content.
If the employee refuses to sign. Identify an appropriate witness in the department (for example, another supervisor or the next-level manager) to sign on the witness line. Then provide the signed form to the employee.
When to Use
Use a Written Reminder when coaching hasn't led to improvement, or when the issue is serious enough to need formal documentation from the start.
Having the Discussion
As in a coaching conversation, the supervisor:
Documenting
Use the Positive Discipline Documentation form and select Written Reminder as the action being taken. Documentation should, at a minimum:
Next Steps
At the conclusion of the meeting:
About the employee's signature. It shows only that the employee received the form, not that they agree with any or all of the content.
If the employee refuses to sign. Identify an appropriate witness in the department (for example, another supervisor or the next-level manager) to sign on the witness line. Then provide the signed form to the employee.
When to Use
Use a Final Warning when earlier documentation hasn't led to improvement, or when the issue calls for an escalated response. A Final Warning makes clear that further issues may result in termination.
Having the Discussion
As with coaching or a Written Reminder, the supervisor:
Documenting
Use the Positive Discipline Documentation form and select Final Warning as the action being taken. Documentation should, at a minimum:
Next Steps
At the conclusion of the meeting:
About the employee's signature. It shows only that the employee received the form, not that they agree with any or all of the content.
If the employee refuses to sign. Identify an appropriate witness in the department (for example, another supervisor or the next-level manager) to sign on the witness line. Then provide the signed form to the employee.
These questions help test whether the record supports the action you're considering. They are not prerequisites, and not every question applies to every situation.
Describe the gap between what was expected and what happened. Focus on the behavior or performance, not the person.
"The employee is always late" is hard to support. A list of the dates and arrival times shows the extent of the problem and why it needs to change.
"Edna has a bad attitude" is a conclusion. The facts are:
"James appeared intoxicated" is a conclusion. The facts are:
Termination is not a step in the positive discipline process. It is a separate employment decision. It may follow coaching, a Written Reminder, or a Final Warning, or it may happen without any of them. Whatever the circumstances, the reasons should be accurate and documented, and the decision needs HR consultation and executive approval before it is final. Start with your HR Business Partner. The guidance below covers planning the meeting, holding it, and what to submit afterward.
Terminations follow the Termination of Employment Policy. Every involuntary termination of a staff employee must be done in consultation with OU Human Resources and approved by the appropriate executive officer or designee before it becomes final. Talk to your HR Business Partner early. Your HRBP will provide the current termination letter template and help you plan the meeting.
A termination for cause may make the employee ineligible for rehire under the Eligibility for Rehire Policy. Your HRBP can help you determine whether that applies.
Plan ahead
Where. Choose a private, neutral location, such as a meeting room, where the employee can leave without walking past coworkers.
When. Avoid holidays, the employee's scheduled time off, and other significant dates when you can. Early in the week often works well, because the employee can reach HR and benefits contacts during business hours.
Termination is difficult for the employee and calls for confidentiality, respect, and compassion from the supervisor.
After the meeting. Submit the termination notice to Human Resources through the electronic personnel action form (e-PAF).
