Disciplinary Actions

Inappropriate Behaviour You are expected to behave in a manner that allows normal interpersonal interactions with your fellow employees. Generally, you are required to act in a manner that is generally accepted as being 'as a reasonable person would react'. Unusual or extreme interactions such as being argumentative, abusive or rude are examples of inappropriate behaviour. Absenteeism You are expected to attend to work on a regular basis. There will be times, however, where you will be absent for reasons such as having a cold, the flu, a death in the family, etc. These are understandable. However, where absenteeism becomes so frequent that the normal and expected functions of the position are no longer reliable and customers suffer, the absenteeism becomes excessive and subject to action. Services provided to customers become frustrated even if you are absent frequently as a result of a cold or flu. However, one lengthy absence as a result of a broken leg is not considered excessive. The concept of excessive absenteeism is still enforceable where employees have available sick leave banks. Your employment contract may be considered as 'frustrated' if, as a result of frequent and unabated absences, you may no longer be considered as a reliable employee from an employment perspective. Performance You were hired with the skills you brought to perform a specific function within the Board. You were expected to perform that function to the best of your abilities and competently. There may be times where you may not have known how to do something. In these times, there was obligation by the Board to train you. Discipline would not have been an appropriate action where you didn't know any better. However, once trained and if the substandard behaviour continues, the Board has the ability to discipline. In essence, when trained and still not performing, it can be seen as a refusal to do the work as instructed. Misconduct Misconduct is seen as those kinds of actions that are generally very severe such as fighting, theft, insubordination, and violation of specific policies, Human Rights violations and falsification of the Board's records. Depending on the nature of the incident including everything leading up to the incident, an employee can be terminated for a first time offence.

Steps in the Disciplinary Process Under normal circumstances, these are the steps that are taken in the disciplinary process:

Steps	Commentary

Verbal discussion	A verbal discussion can be held with the employee in the event of a situation seen as requiring correction but not so severe so as to be started at a more advanced level. These discussions are recorded in the event of reoccurrence and for performance assessment purposes.

Written warning	This step is taken where there is no correction evidenced from the employee following a discussion at the verbal stage or where the situation is seen as more severe than one that would be considered suitable for a verbal discussion.

Suspension	This step is taken where there is no correction evidenced from the employee following a discussion at the verbal stage and at the written warning stage or where a situation is seen as more severe than one that would be considered suitable for a written warning.

Termination	This step is taken where there is no correction evidenced from the employee following a discussion at the verbal stage, and a written warning as well as the suspension stage or where a situation is seen as more severe than one that would be considered suitable for a suspension.

Other Steps	Under some circumstances, a step might be repeated or the severity of one level of discipline may be increased before proceeding to the next step. As an example, the Board has the right to use an increased suspension rather than a termination if it is felt to be more appropriate given the circumstances.


Please visit Administrative Regulation 207.8 for Edmonton Catholic Schools' Policy on Disciplinary Action.