Coaching/Counseling. 12.2.1 To address performance issues that may arise in a timely manner, discussions between the employee and the supervisor will occur throughout the evaluation period. Performance problems will be brought to the attention of the employee as soon as practicable to give them the opportunity to receive any needed additional training and/or to correct the problem before it is mentioned in an annual performance evaluation.
Coaching/Counseling. To address performance issues that may arise in a timely manner, discussions between the employee and the supervisor will occur throughout the evaluation period. Performance problems will be brought to the attention of the employee as soon as practicable to give them the opportunity to receive any needed additional training and/or to correct the problem before it is mentioned in an annual performance evaluation. Coaching & Counseling gives supervisors an opportunity to discuss performance issues, expectations, and performance goals with their employees in a non-punitive setting; however, Coaching & Counseling documentation may be used to establish a record that an employee has been made aware of their responsibility with regard to a particular set of circumstances. Coaching & Counseling sessions should be used to assess and review performance with regard to work standards, expectations, and goals and to provide support to employees so that skills and abilities can be aligned with work standards. Coaching & Counseling sessions will be documented in the Supervisor File.
Coaching/Counseling. This is part of the supervisor's/manager's ordinary day-in and day• out responsibilities for managing people. These coaching sessions should be aimed at recognizing best practice performance and behaviors that align with expected standards as well as coaching to expectations that drive performance; they should be face to face conversations that occur during the shift and should be done at the earliest possible moment to correct any workplace issues. They should take place in areas that ensure privacy and freedom from interruptions. These conversations may be documented at the request of either the manager/supervisor or employee, but in no event will it be placed in the employee's personnel file.
Coaching/Counseling. Coaching/Counseling conversations with nurses will be documented and initialed by the nurse or summarized in an email that is sent to the nurse, and the Union if requested, within seven (7) days of the conversation. The nurse may provide a written response to the coaching/counseling, which will be retained with the documentation in the file Coaching/Counseling will be not be used for progressive discipline after nine (9) months.
Coaching/Counseling. The County retains the right to provide instruction and guidance to employees through coaching and counseling. Forms of informal coaching/counseling include, but are not limited to verbal instruction, advice and warnings, letters of instruction, and work improvement plans. Coaching/Counseling is distinguished from formal discipline by a lack of financial harm to the employee, a focus on instruction, and memorializing any alleged facts to the extent necessary to understand the background of the coaching/counseling. Coaching/counseling may serve as evidence that the County has attempted to correct an employee’s behavior or improve performance in future formal disciplines. Information regarding coaching/counseling shall be kept in the managers working file. Coaching/counseling is not subject to the grievance process. If the coaching/counseling is reduced to writing, the employee may provide a written rebuttal.
Coaching/Counseling an informal meeting that consists of the supervisor expressing the observation of an undesired behavior to the employee, followed by the clear explanation of the expected behavior moving forward. This step does not require a written record.
