Coaching. Informal discussion or instruction between employee and their immediate supervisor. Supervisor may follow up in writing which may include a simple action plan. This is not a form of corrective action.
Coaching. The normal corrective disciplinary procedure shall consist of three (3) steps, except that initial minor work deficiencies will normally be privately brought to the employee's attention through coaching. Coaching may include, but is not limited to instructions, directions, or prompting to the employee. Coaching provides feedback on job performance and is intended to be corrective and constructive. Coaching shall not be considered disciplinary.
Coaching. The manager or supervisor meets with the nurse to describe the problem or 22 issue and expectations. This discussion may be documented. The completed form 23 should be retained in the unit file for the nurse as a reference if needed. Discussion 24 notes are not corrective actions and are not sent to Human Resources to be placed in 25 the nurse’s Human Resources file, and are not subject to the grievance procedure. A 26 copy of the note is given to the nurse.
Coaching. Initial minor work deficiencies will normally be privately brought to the employee's attention by the immediate supervisor. Coaching and counseling to provide feedback on job performance are intended to be corrective and positive. This coaching and counseling is not part of the disciplinary procedure.
Coaching. The purpose of coaching (relatively informal discussions about a nurse’s skills, performance or adherence to Medical Center rules or policies) is to provide feedback to the nurse to help him/her develop skills, improve performance, or better adhere to Medical Center rules or policies. Coaching is by itself not disciplinary action.
Coaching. Cycles The Instructional Coach will work closely with the teacher to schedule coaching cycles that include a planning, observation, and reflective conference. This process is confidential and non-evaluative.
Coaching. A coaching meeting is an opportunity for the employer to provide feedback on job performance and is intended to be corrective and positive. Coaching is not discipline.
Coaching. If the performance or behavior continues to be of concern, the next step is to provide directed coaching. The appropriate administrator shall meet with the employee, discuss the concerns, and clarify performance expectations. At the faculty member‘s request, a Federation representative shall attend the meeting. Together the employee and administrator agree on strategies to address the concerns, which may include peer or administrator observation, additional training, or a list of activities to lead to improvement. The administrator shall document this meeting in writing, provide a copy to the faculty member, and place a copy in the administrator‘s file. The faculty member may attach an explanation to the document.
Coaching. A coaching letter is used by the Corporation to identify concerns with the employee’s performance and identifies the expectations required for improvement. The parties agree that coaching letters are non-disciplinary. The Corporation agrees that coaching letters do not form part of progressive discipline, will not be placed in the Human Resources Employee File and will not be used in arbitration. The Union agrees that coaching letters shall not form the basis of a grievance and that union representation, in most cases, is not required in coaching sessions between the employee and the Supervisor. The Union and Transit Management agree that in certain situations union representation may be necessary.
Coaching. Coaching, job-related instruction, open clear communications, and clear job performance expectations are vital to employee success. Coaching, including informal discussions between the employee and supervisor, is an ongoing element of professional growth and performance management. Supervisors may follow coaching discussions with an action plan for additional development.
