Mentoring, Coaching and Corrective Action Guidelines for University of Idaho Supervisors of Staff
Updated January 15, 2014
The following are guidelines to help supervisors assist staff to succeed in their jobs. Faculty processes differ and we encourage you to contact the office of the Provost and consult the Faculty Staff Handbook for more information about helping faculty succeed through performance issues.
FSH 3190 Diminished Performance of Employees touches on our collective desire to, when appropriate, recognize diminished performance issues and do what we can to help an employee turn these around. We value our staff and invest in them heavily through the initial training periods and beyond. It makes good sense to give people an opportunity to improve performance deficiencies or change behavioral-related problems to help them succeed at the University of Idaho. There are situations in which an act or actions require more aggressive disciplinary action up to dismissal.
FSH 3920 Dismissal and Discipline of Exempt Employees and Discipline and FSH 3930 Separation of Classified Employees outline or otherwise discuss “adequate cause,” circumstances when discipline or dismissal may be appropriate and the required due process steps associated with them.
Most performance or behavioral issues can be corrected. Providing an employee that opportunity, as soon as the issues are identified, is a key competency of a good supervisor.
Why should we care about correcting performance or behavior? It is often the right thing to do. It is often the fair thing to do for the employee and those whom the employee serves including our students, co-workers, alumni, donors, parents, potential students and the general public. Not addressing performance or behavioral issues usually does our community and the employee a disservice and can put the University at risk in some situations.
You always have a great partner and support system in Human Resources to help you with employee issues. Following are coaching and corrective action guidelines and resources available to you to help your employees succeed and to help protect you and the University.
The overarching term commonly used for this is “performance management” which actually starts on an employee’s first day with setting expectations, orienting and training, developing goals and establishing the criteria by which an employee’s performance will be valued and evaluated. For these guidelines, we jump ahead to the moment when an employee’s performance, actions or behaviors need correcting.
The following links provide brief guidelines on related topics:
For assistance with performance evaluations, please contact - Employment Services