Coaching and Counseling Sample Clauses

Coaching and Counseling. Coaching and counseling are not considered disciplinary actions. The purpose of coaching and counseling is to provide direction to an employee to help them improve their performance and/or behavior and understand their supervisor’s expectations of them. Where possible and dependent on the conduct at issue, coaching and counseling may be provided prior to moving to informal or formal discipline.
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Coaching and Counseling. Coaching/counseling is the expected method for the PSD or designee to inform an employee about a problem in the areas of work performance, conduct, or attendance. The objective of performance coaching/counseling is to help the employee recognize that a problem exists and to develop effective solutions to improve the employee's performance. Since it is the PSD's approach to a performance problem that often brings about the employee's decision to change behavior, it is critical that the PSD or designee be prepared. Coaching/counseling is intended to be a deliberation and discussion between the PSD or designee and employee. Normally, performance problems can be resolved at this step. Coaching/counseling memos or notes kept in the PSD's or designee's operating file should be deactivated in the same manner as oral reminders. If a bargaining- unit employee requests a shop xxxxxxx prior to or during coaching/counseling meeting, such request shall be granted.
Coaching and Counseling. Coaching and counseling, or any form of informal discipline, must occur face-to-face, over the phone, or by video conferencing between the nurse and their nurse’s supervisor, or their nurse’s designee. Coaching and counseling may include written documentation. The Hospital cannot use any social media, as described in Article 5.2, as a means to coach or counsel a nurse.
Coaching and Counseling. Coaching and counseling are not considered discipline and may not be protested through the grievance process. Examples may include directives, letters of
Coaching and Counseling. 7 Coaching and counseling, or any form of informal discipline, must occur face- 8 to-face between the nurse and the nurse’s supervisor, or the nurse’s 9 designee. Coaching and counseling may include written documentation. The 10 Hospital cannot use any social media, as described in Article 5.2, as means 11 to coach or counsel a nurse. 12
Coaching and Counseling. Coaching/counseling is the expected method for the supervisor to inform an employee about a problem in the areas of work performance, conduct, or attendance. The objective of performance coaching/counseling is to help the employee recognize that a problem exists and to develop effective solutions to it. Since it is the supervisor's approach to a performance problem that often brings about the employee's decision to change behavior, it is critical that the supervisor be prepared. Coaching/counseling is intended to be a deliberation and discussion between the supervisor and employee. Normally, performance problems can be resolved at this step. Coaching/counseling memos or notes kept in the supervisor's operating file should be deactivated in the same manner as oral reminders (Section VI.A) If a bargaining-unit employee requests a shop xxxxxxx prior to or during coaching/counseling, such request shall be granted.
Coaching and Counseling. Nothing in this article is intended to preclude the need for coaching, counseling, and/or training for improved performance or behavior.
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Related to Coaching and Counseling

  • Counseling including marriage or pre-marital counseling, religious, family, career, social adjustment, pastoral or financial counseling.

  • Counseling Services Counseling services are available to Residents through the UC Health Employee Assistance Program. In addition, residents may utilize their health insurance coverage to access mental health care under the terms and conditions of their health care insurance provider.

  • Training and Orientation (a) No employee shall be required to work on any job or operate any piece of equipment until he/she has received proper training and instruction. (b) The Employer shall provide sufficient and adequate training and/or orientation to any employee working in a new or unfamiliar work area or position.

  • Training and Professional Development 11.1 The Employer will develop and maintain an employee training and development plan and provide such plan to the Union upon request. Staff training is intended to provide an opportunity for classified staff employees for training sponsored by the University Training and Development and the UW Medical Centers Organizational Development and Training. Education/Professional Leave is intended to facilitate employee access to continuing education opportunities. Training and educational/professional leave may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing staff for greater responsibility, or increasing promotional opportunities within the framework of staff positions available at the University. 11.2 Any release time for training for employees accepted for such classes shall be in accordance with the Executive Order (currently No. 52) governing this matter. In the event that two or more employees request the same training period and supervision must limit the number of persons who may participate at one time due to work requirements, the selection will be made on a mutually agreeable basis within the department. 11.3 The training program is a proper subject for discussion by either departmental or University-wide Joint Union/Management Committees. 11.4 If the Employer requires an employee to receive training, reimbursement will be provided in accordance with the University travel rules. Employee attendance at Employer required training, either during or outside working hours, will be considered time worked and compensated in accordance with the provisions of this Agreement. 11.5 Employee attendance at training not required by the Employer and not covered by Executive Order 52, either on approved leave from or outside of working hours, will be voluntary and not considered time worked.

  • Leadership Develop strong joint leadership, shift to coaching style of leadership and share information, including financial data.

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • TRAINING AND RELATED MATTERS The parties recognise that in order to increase the efficiency and productivity of the company a significant commitment to structured training and skill development is required. Accordingly the parties commit themselves to: a) The parties to this Agreement recognise the importance of the apprenticeship system to the construction industry. It is agreed that every employer party to this Agreement who employs five (5) or more tradespersons in any one classification shall undertake to employ at least one (1) apprentice or make arrangements to host an apprentice from an agreed group apprenticeship scheme. Where an employer does not currently have an apprentice as per this provision, reasonable time shall be allowed to enable the employer to comply with this clause. Further, the parties are committed to a strong ratio of apprentices in the industry. Apprenticeship levels on a specific project may be discussed at the Project Pre-Commencement Conference (refer Clause 16). b) Providing employees with the opportunity to acquire additional skills within relevant career path structures through appropriate structured training based on nationally endorsed (i.e. Construction Training Australia endorsed) competency standards and curriculum; c) Actively encouraging employees to seek formal recognition of their skills (i.e. recognition of prior learning); and d) Using training providers accredited and acceptable to the parties. The CFMEU, MBAV and other employer associations are legitimately engaged in providing training to industry and it is hereby agreed that all parties will properly recognise and accept the validity of nationally accredited training as provided by the other parties. e) The parties will consult on the development of training programs which are consistent with the following: • Training provided will be consistent with the company’s business requirements, relevant to the work of the employees, consistent with the skills development of each employee and with applicable national competency standards. • Training may be taken either on or off the job with all reasonable steps being taken to conduct training in normal working hours. • If an approved training activity is undertaken during ordinary working hours, the employee/s concerned shall not suffer any loss of pay. • Approved training activities undertaken outside of ordinary hours will be paid at single time or will, at the employee’s option, be taken as time off in lieu of payment. Provided that the scheduling of time off must be consistent with the needs of the business and be by agreement with the company. • Training costs of courses approved by the company will be met by the company. • The company will not be asked to meet the costs of training undertaken by employees which was not approved by the company. • Leave of absence granted pursuant to this clause shall count as service for all purposes of the award and this agreement. • Accredited members of the union will be allowed up to 5 days per year, without loss of pay, to attend trade union educational courses conducted or approved by the union. (see appendix H) f) The parties to this Agreement recognise the importance of the role that Apprentices/Trainees fulfill within the industry and, more importantly, a role that they will fulfill as trades persons following the conclusion of the indentures. To this end the Victorian Building Industry Consultative Committee will investigate ways of enhancing employment prospects for Apprentice/Trainees. In addition it is agreed that, where appropriate, employers will use their best endeavours to employ Apprentices/Trainees in order to ensure appropriate trade persons levels for the future.

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