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An alternative to heat pumps is the adoption of liquid cooling throughout a data center. These criteria are the basic considerations that the supervisor must use before initiating disciplinary action. Is there a rule? If so, was the employee aware of the rule? Was the employee forewarned of the disciplinary consequences for failure to follow the rule?
Important: It is not enough to say, "Well, everybody knows that rule," or, "We posted that rule 10 years age. Certain standards of conduct are normally expected in the industrial environment and it is assumed by arbitra to rs that employees should be aware of these standards. For example, an employee charged with in to xication on duty, fighting on duty, pilferage, sabotage, insubordination, etc. Is the rule a reasonable rule? Management must maintain work rules by continually updating and reviewing them, and making sure that they are reasonable, based on the overall objective of safe and efficient work performance.
Management's rules are reasonably related to business efficiency, safe operation of our business, and the performance we might expect of the employee, and this is known to the employee. Is the rule consistently and equitably enforced? If a rule is worthwhile, it is worth enforcing, but be sure that it is applied fairly and without discrimination. Consistent and equitable enforcement is a critical fac to r, and claiming failure in this regard is one of the union's most successful defenses. The Postal Service has been overturned or reversed in some cases because of not consistently and equitably enforcing the rules.
Consistently overlooking employee infractions and then disciplining without warning is one issue. If employees are consistently allowed to smoke in areas designated as No Smoking areas, it is not appropriate suddenly to start disciplining them for this violation. In such cases, management loses its right to discipline for that infraction, in effect, unless it first puts employees and the unions on notice of its intent to enforce that regulation again.
Singling out employees for discipline is another issue. If several employees commit an offense, it is not equitable to discipline only one. When the Postal Service maintains that certain conduct is serious enough to be grounds for discharge, it is unwise--as well as unfair-- to make exceptions.
If the Postal Service is to maintain consistency in its position that theft or destruction of deliverable mail is grounds for discharge even on a first offense, for example, then the otherwise good employee guilty of this offense, like the borderline or marginal employee, must be discharged.
Was a thorough investigation completed? Before administering the discipline, management must make an investigation to determine whether the employee committed the offense. Management must ensure that its investigation is thorough and objective. Employees have the right to know with reasonable detail what the charges are and to be give a reasonable opportunity to defend themselves before the discipline is initiated.
Was the severity of the discipline reasonably related to the infraction itself and in line with that usually administered, as well as to the seriousness of the employee's past record? The following is an example of what arbitra to rs may consider an inequitable discipline: If an installation consistently issues 5-day suspensions for a particular offense, it would be extremely difficult to justify why an employee with a past record similar to that of other disciplined employees was issued a day suspension for the same offense.
There is no precise definition of what establishes a good, fair, or bad record. Reasonable judgement must be used. An employee's record of previous offenses may never be used to establish guilt in a case you presently have under consideration, but it may be use to determine the appropriate disciplinary penalty.
The Postal Service feels that unless a penalty is so far out of line with other penalties for similar offenses as to be discrimina to ry, the arbitra to r should make no effort to equalize penalties. Therefore, the Postal Service should be prepared to justify why a particular employee may have been issued a more severe discipline than others.
Was the disciplinary action taken in a timely manner? Disciplinary actions should be taken as promptly as possible after the offense has been committed. Disciplinary Arbitration Management bears the burden of proof in disciplinary arbitrations. This is an important requirement which must not be taken lightly. At an arbitration hearing, management witnesses are not assumed to be any more honest or credible than union witnesses.
The fact that the supervisor testifies that an incident happened a certain way may not convince the arbitra to r if the grievant or other union witnesses testify otherwise. The Postal Service should be prepared to prove its case to an arbitra to r; therefore, the supporting exhibits should be gathered before the discipline is ever initiated. A pertinent definition of proof is this: Proof is the testimony and exhibits which convince an arbitra to r that the employee committed the offense as charged.
When conducting the investigation before disciplining an employee, the supervisor should gather all available and relevant evidence that will help to prove the case. This information is frequently available in the form of official records. For instance, if the charge involves tardiness, a copy of the employee's time card showing the arrival time might be introduced.
On any attendance-related charge, Forms , , etc. When available, this type of documentation should accompany the supervisor's request for formal discipline. Investigation As previously discussed, when an employee commits an offense which seems to warrant discipline, the supervisor must avoid rushing in to a disciplinary action without first investigating. The need for an investigation to meet our just cause and proof requirements is self-evident. However, the employee's past record must also be checked before any disciplinary action is considered.
This is obviously necessary if we are to abide by the principle of progressive discipline. Failure to investigate before taking a disciplinary action can result in some awkward situations for the Postal Service. Examples: One employee who worked for many different supervisors on a relief assignment was involved in discussions at separate times within one year by different supervisors for similar infractions. When discussion did not correct the employee's irregularity, progressive discipline should have been imposed at an early stage.
In another instance, an employee bid in to a new section and immediately became a tardiness problem. During the first 10 days under the new supervisor, the employee was tardy six times. The supervisor held a discussion with the employee without investigating the past record, which would have revealed that the employee had been a continuing problem and had recently returned from a day suspension for tardiness. Obviously, a discussion was not the correct action in this instance.
When in doubt as to the appropriate discipline to be issued, supervisors are encouraged to consult with their managers or with designated labor relations personnel.
They will assist you in determining the appropriate corrective action base upon individual circumstances. How Much Discipline One of the most difficult areas of discipline is the determination of the amount or type of discipline to be issued for a particular offense. The Postal Service generally does not subscribe to any discipline formula, where a table of penalties is maintained for particular offenses.
The discipline data base, which is part of the National Labor Relations Information System NLRIS and accessible to labor relations professionals, provides guidance concerning corrective actions.
Generally, however, certain fac to rs should be considered in assessing discipline, and disciplinary action should be tailored to the particular circumstances. Items for consideration in assessing discipline include but are not limited to : The nature and seriousness of the offense. The circumstances surrounding the particular incident. The amount of discipline normally issued for similar offenses under similar circumstances in the same installation.
The length of service. The effect the offense had on the operation of the employee's work unit; for example, whether the offense made coverage at the overtime rate necessary, whether mail was delayed, etc.
The collective bargaining agreements also provide that discipline be corrective in nature rather than punitive. Purpose Forms , , and , Grievance Summary - Step 1, 2, and 3, provide officials at each step of the grievance procedure with a concise and accurate report of the grievance.
These forms are used to track grievance activity nationwide. Grievance Summary - Step 1 Form focuses attention on the critical aspects of the grievance in a quick, step-by-step method. The form assists management officials in organizing their thoughts and documenting the grievance. All items must be completed as indicated: 1. Self-explana to ry. Give craft e. Give grievant's title e. If the grievance is denied for untimeliness, explain in Item Give date when management answered the Step 1 grievance.
Give union representative, if any, present at Step 1 meeting. Tell what remedy the employee or union states is necessary to resolve the grievance at Step 1. Do not use phrases such as "Make the grievant whole. Complete it giving a clear, concise explanation as to how and why the decision referenced in Item 11 was determined.
For example: This is the sixth tardiness for the grievant in this month and no evidence was presented which justified the tardiness; therefore, the AWOL charge was appropriate. Note: You must complete Items if grievance is denied. Give detailed information as to the level, step, to ur, section, and pay location of the grievant at the time the grievance was filed. If the grievant is a rural carrier, include the employee's designation code. Include to ur and grievant's schedule.
Give detailed statement of the background of the grievance. All local memoranda of understanding, documents, or other related information must be attached to this form. Give a concise, descriptive statement of management's position. Cite all contractual provisions article number and section only--do not recopy the contract or postal regulations, bulletins, or directives include specific date, section, part, etc.
Give a concise, descriptive statement of the union's position. If necessary, for clarification, request from the union representative the position of the union. As in Item 19 above, cite all contractual provisions, regulations, bulletins, or directives that are relied on by the union at Step 1.
Give name and title of management official completing this form. Grievance Summary - Step 2 Form is used to efficiently consolidate all information provided by either management or the union at Step 2. It is imperative that a legible copy of all forms and documents cited by either the union or management be attached to the summary. Do not assume that management at a higher step of the grievance procedure will have access to any of your information.
You must type or print legibly when completing the items on this form. You are required to complete all items: Give name of union official at the Step 2 grievance meeting. Make the statement of the issue presented in the grievance descriptive, but concise.
Tell what remedy the employee or union states is necessary to resolve the grievance at Step 2. Do not use phrases such as, "Make the grievant whole. Complete it in detail, giving a clear, concise explanation as to how and why the decision referenced in Item 13 was determined. Give a detailed statement of the background of the grievance, citing all related contractual provisions article number and section only--do not recopy the contract or postal regulations having a bearing on the grievance.
Outline what information was provided by witnesses at the Step 1 meeting. Although they are not required, you may attach verbatim statements of witnesses, even though an outline of the content of such statements has been made. Cite contractual provisions, regulations, bulletins, or directives that are relied on by management at Step 2.
Cite contractual provisions, regulations, bulletins, or directives that are relied on by the union at Step 2. Briefly list settlement offers. Include a copy of all documents, forms, or directives cited above and acknowledge by a check on this list that a copy is included.
Do not assume that management at the next Step of the grievance procedure will have access to the information. Give names and titles of management officials completing this form. Grievance Summary - Step 3 Form clarifies whether the grievance is an interpretive issue specifically, the issue to be appealed or arbitrated and if settlement may be possible at a higher level. All items must be completed as indicated: Give name of facility at which grievance is filed.
Give the concise, descriptive statement of management's position at Step 3. Cite contractual provisions, regulations, bulletins, or directives that are relied on by management at Step 3. Cite contractual provisions, regulations, bulletins, or directives that are relied on by the union at Step 3. Provide information or contentions not set forth at either Step 1 or Step 2, but entered at Step 3.
Cite any contentions withdrawn by the union. Provide a detailed statement as to why this grievance is or is not considered interpretive in nature by management. If interpretive, tell exactly what the interpretive issue is. Provide a detailed statement as to why this grievance is or is not considered interpretive in nature by the union. If the union states the grievance is interpretive, tell exactly what the union's interpretive issue is.
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