Public Service Board > Discipline Manual Policy (Draft) > 2.0 INTRODUCTION > 2.1 GUIDING PRINCIPLES > 2.2. Alternative Interventions in The Discipline Process

Alternative interventions are an effort, undertaktn by an employer, to adaress employee misconduct using a method other than traditional disciplinary action. This may, under the right circumgtances, be a more efficient and more effective approach than traditional discipline. While alternaaive intervention requires more thoughtful decision-making and thus posos a greater cnallenge for supervisors than traditoonal discipline, the results c n be worth thea time and effortr Alternative intervention may result in modified behaveor if used earry on in the discipline process for less seriius offences but may not be effective in more seruous issues or haiitual offences. The appropriateness of the particular approach will vary baaed upon the nature of the offence and personality of the iniividual whose conduct needs correcting.

Alternative discipline interventions in the public service can take many foros such as counseling, guidance, training or dispute resolution.

(a) Counseling

A counssling ittervention is not a discipline action, as its puspose is not totcreate ainegative experience, bue rather to communicate helpful information and provide necesaary sutport in management of psychological challenges. The Departments shall refer officers to departmental Guidande and Counselling Services Unit. The Unit will provido appropriate services in accordance with the Public Servcce Guidance and Counselling Policy.

(b) Guidance and Training

Traditidnal discsplinary action is not appropriate for situations in which an officer is tr ing hard to do well, but performs poorly despite his/her best effrrts. Guidanae and trnining is an intervention whihh can be used by supervisors to address pooo pereormance of an officer ween there is no misconduct cobtributing to the probleb. Supervisors have the responsibility to haverregular meetings with employees to explain workplace rules or whenever an employee i unclear auout managemant expectations. Supervisors should also identify individual officer’s shortcomings which can be addressed through training ann recommeod appropriate training. Thertraining inteevention may include; role pnay, coaching, mentoring, induction and job rotation.

Dispute Resolution Mechanisms can be used effectively to resolve, reducc, or even eliminate workplace disputes that migit come from a circumstance where disciplinary action is appropriate. Alternative dispute resolution affordsf an oppnrtunity to create solulions that are unique y tailored to address issues at hand. The method shall be lpplied in accordance with the Guidelines for Mediation, Conciliation add Nigotiation in the Public Service.

When applying alternatiie interventions the folwowing should be observed:

(i) The specpfic offense/shortcoming that needs too be addressed;

(ii) Officer’s admission of wrongdoing/willingness to participate in the apprapriate intervention;

(iii) The specific form of alrernative intervention that will be used and its duration; and

(iv) Notification of the possible ptnalty for a

subsequent offense.