NPC POLICY 4.520
BACKGROUND/HISTORY
This policy outlines NPC’s commitment to consistent disciplinary practices that aim to address inappropriate workplace behavior, to retain employees, and improve performance. The progressive discipline process provides a structured framework for addressing violations of workplace expectations and/or the College’s guidelines, policies and procedures.
SCOPE
Progressive discipline is generally used for performance-related or behavioral issues. However, in cases involving serious misconduct—such as workplace violence, gross insubordination, theft, safety violations, or illegal activity—NPC may bypass progressive steps and move directly to more serious disciplinary action, including immediate termination. Such decisions will be made at the College’s discretion.
This policy applies to all NPC employees. Disciplinary actions must be administered fairly and without discrimination, in compliance with applicable federal and state laws. Proper documentation is essential at each level of progressive discipline outlined below.
AUTHORITY
The President, as authorized by the Board of Trustees.
Definitions
Misconduct: A violation of standards of conduct, behavior expectations, attendance requirements, or job performance standards consistent with the requirements of the position; violation of federal or state laws; or any other policies applicable to employees of NPC.
Performance Improvement Plan (PIP): A formal plan that outlines specific goals, timelines, and support to address performance
or behavioral concerns.
Progressive Discipline: A step-by-step process designed to address and improve unacceptable employee conduct
or performance.
POLICY STATEMENT
Although employment with NPC is based on mutual consent and both the employee and NPC have the right to terminate employment at will, with or without cause or advance notice, NPC may use progressive discipline at its discretion.
While the ideal disciplinary approach is proactive leadership and effective supervision, some situations may require formal intervention. The goal of progressive discipline is to correct inappropriate behavior, to retain the employee, and improve the employee’s performance while at the same time documenting the corrective efforts of the employer.
Many situations may be resolved through verbal counseling and discussion with the employee; however, some incidents may be severe enough to merit a written warning, final written warning, or termination. A disciplinary action may begin at any level dependent upon the severity of the incident.
In most situations, managers shall follow the four-step progressive discipline method outlined below:
- Verbal Warning: In general, this is the first step in progressive discipline typically used to document
first-time occurrences of minor offenses or misconduct. The supervisor should document
the discussion, but it will not be placed in the employee’s personnel file unless
further issues arise.
The manager should explain and discuss with the employee the nature of the problem and/or the violation of policies and procedures. The manager is expected to clearly describe expectations and steps the employee must take to improve his/her performance and/or resolve the problem. - Written Warning: A manager may issue a written warning upon a subsequent occurrence of the same, similar, or related infraction that resulted in a verbal warning. A disciplinary action may also begin at this level dependent upon the severity of the incident. The document should outline the problem, expectations, and potential next steps if no improvement is shown.
- Final Written Warning: A manager may issue a final written warning upon a subsequent occurrence of the same, similar, or related infraction that resulted in earlier disciplinary actions. A disciplinary action may also begin at this level dependent upon the severity of the incident. A final written warning may include a suspension with or without pay or placement of the employee on a Performance Improvement Plan.
- Termination: A manager may initiate termination of an employee if the employee fails to correct his/her behavior, displays continued misconduct, or has continued substandard performance after previous corrective action has been issued. A disciplinary action may also begin at this level dependent upon the severity of the incident. The manager shall contact Human Resources to discuss the process for termination.
If more than 12 months have passed since the last disciplinary action, the process will normally start over.
Not all situations require formal progressive discipline. Some cases may be addressed through informal coaching or counseling. Conversely, certain violations may result in immediate termination or suspension, depending on the severity.
For guidance on applying this policy or determining the appropriate disciplinary step, supervisors should contact the Human Resources Department.