PowerPoint Presentation

[Audio] There are a few areas of the law that we need to be aware of as we go through progressive coaching. What we'll cover in this lesson isn't an exhaustive list, so there may be additional processes for us to consider as we execute coaching. You should also understand that these aspects don't just apply to this policy. For the purpose of this training, we will focus on these laws in relation to the policy, but understand these laws and regulations apply to all aspects of the workplace and company..

[Audio] Here is an excerpt of our policy on Equal Employment Opportunity & Affirmative Action. It is important for you to familiarize yourself with all C&S policies to ensure your decisions are in line with company policies. As you can see, this EEO policy will apply to our progressive coaching policy in a number of ways including performance appraisals, transfers, discipline, and separation from the company. Through this lesson, we'll review a couple other policies that relate to our progressive coaching approach to improving performance..

[Audio] Here are several laws that define some of the protected classes of people impacted by anti-discrimination laws. States may also have anti-discrimination laws that identify additional protected classes specific to them. If you have questions on these, please contact legal Massachusetts employers are prohibited from discriminating against current and prospective employees based on race, color, religious creed, national origin, ancestry, sex, gender identity, age, criminal record, handicap ( disability), mental illness, retaliation, sexual harassment, sexual orientation, genetics, and active military..

[Audio] Let's take a look at some definitions. Discrimination Any policy or action taken related to recruiting, hiring, promotion, pay or training practices that results in an unfair disadvantage to either an individual or group of individuals who are considered part of a protected class. Harassment Conduct or actions, based on race, religion, sex (including gender identity, change of sex and/or transgender status), national origin, age, disability, genetic information, military membership or veteran status, severe or pervasive enough to create a hostile, abusive or intimidating work environment for a reasonable person. Retaliation Occurs when an employer takes an adverse action against a covered individual because the employee engaged in a protected activity. Next, we will explore more information on each of these laws.

[Audio] You are empowered to take ownership of your team. Progressive coaching help you and your employee understand the causes of their issue and allows you to work with your employee to solve their challenges. When working with them, you are assessing them as a whole person and assessing their performance in the company. You will be working with your team to help them overcome barriers to their performance instead of just punishing them when they can't do what's required. You will also have the convenience of using Workday to document and track your coaching efforts. The notes you capture in Workday will be available to you at any time and those notes will also be accessible by other managers and supervisors to help with consistency..

[Audio] First, let's discuss some policy considerations regarding discrimination. Be sure to take time to pause and read the policy excerpt here and familiarize yourself with the key parts..

[Audio] Specifically with Discrimination, here are some points to consider. We may not always be able to take the same actions with each issue that comes up. We may need to check ourselves periodically to ensure the actions we're taking or making the employees take aren't creating a disadvantage for them. In other words, we should not treat people differently on the basis of a protected characteristic. For example, if any employee suggests that they may need an accommodation/ leave for any protected reason, reach out to HR for help. They may not use specific language to do so. Another way to help you understand the employee's situation and the situation he or she faces is to ask them for ideas they would want to use to solve the issue they are facing. This will help you engage with the employee, understand their limitations, and guide the discussion in a way that they feel you're not putting them at a disadvantage..

[Audio] Next, we'll discuss some policy considerations regarding harassment. Be sure to take time to pause and read the policy excerpt here and familiarize yourself with the key parts..

[Audio] We also want to prevent creating hostile, abusive, or intimidating work environment for all workers. So help employees feel secure by keeping coaching sessions private, be aware of the words you're using, stick to the facts, and make sure you are open to new ideas and create an environment that is welcoming to them. In regard to having the coaching session private, this doesn't always mean 1 on 1. It may be beneficial to have an additional witness in these sessions. Going to the extreme of having 4 or 5 people talking to one person could be perceived as intimidation. Our policy defines harassment as verbal, physical, or visual conduct. So look around the workplace, be aware of anything that could denigrate, show hostility or aversion to someone..

[Audio] Finally, let's discuss some policy considerations regarding retaliation. Be sure to take time to pause and read the policy excerpt here and familiarize yourself with the key parts..

[Audio] When considering the whole person, we also need to be aware of other situations that may have occurred or actions they may have taken in the past. Legally and according to C&S policy, we cannot subject someone to progressive coaching as a result of them performing a protected action. Protected activity could include (but is not limited to) situations like: complaining to HR about a practice policy decision manager, filing a litigation or charge of discrimination, filing a workers' compensation claim, filing an ethics line complaint, and others. All coaching or discipline must be job or business driven. If there is any concern it could be interpreted otherwise, contact your HR Business Partner or a member of the legal team. Next we'll look at some ways to capture the job or business aspects..

[Audio] Talking with someone and documenting this coaching, here are tips to use. See your handout as well for additional examples. You want to avoid words that could be associated with protected classes. You also want to just stick with the facts of a situation and not your interpretation. So to say, "He reacted aggressively to this coaching," or, "I believe he is having trouble with performance because issues at home, " are not explicit facts and shouldn't be documented. Finally, when documenting, make your notes in a way that an average person can understand them. If they are filled with words specific to our company or the facility, it may be hard for someone else coming in to understand what's going on and help further coach our people..

[Audio] Let's, review your responsibilities. Be sure to take time to pause and read the policy excerpst here and familiarize yourself with the key parts..

[Audio] Supply Chain Supervisors have a responsibility at C and S to make sure we give people equal opportunities, encouragement to aspire for promotion, and consideration as promotional opportunities arise. You should notify your HR team if you feel you or others are being subjected to harassment. You also should protect confidentiality to every extent possible..

[Audio] By taking legal considerations into account in your decision-making process you will provide valuable coaching to your team that drives performance improvement, create a positive workplace environment and mitigate any risk to yourself and to C and S..