Supervisors are responsible for fostering accountability, professionalism, and respect in the workplace. This page provides guidance on addressing performance or conduct concerns fairly, documenting actions appropriately, and partnering with HR to ensure each step aligns with College policy and ACC’s values.
Overview
Supervisors are expected to address performance and conduct issues promptly, fairly, and respectfully while maintaining confidentiality and objectivity.
ACC’s Accountability Framework is designed to help employees succeed and to ensure consistent, legally compliant action across the College.
Supervisor Responsibilities
- Provide clear expectations, timely feedback, and appropriate support.
- Consult HR before taking formal disciplinary action.
- Allow reasonable time (typically one business day) to gather facts before responding to incidents, unless immediate action is required for safety.
- Document discussions, coaching efforts, and outcomes accurately and promptly.
- Initiate probation, suspension, or termination actions in Workday in order to ensurer review and approval by HR and the divisional Vice Chancellor.
Addressing Performance or Conduct Concerns
ACC’s approach to addressing performance or conduct issues is rooted in fairness and growth. When concerns arise, supervisors use the College’s Accountability Framework, which focuses first on improvement and open communication.
| Step | Description | Who Is Involved |
| Verbal Coaching | Supervisor provides objective and timely feedback about the concern, shares the impact, clarifies expectations, and identifies needed support. | Supervisor Employee |
| Written Coaching/Warning | Formal documentation outlining performance concerns, expectations, and a timeline for improvement which may be serious, and/or discussed previously. | Supervisor Employee HR or next-level supervisor may consult |
| Probation | Set monitoring period with scheduled check-ins. No transfer/promotion; supervisor may limit duties or leave. A Performance Improvement Plan (PIP) may be offered during or outside probation. | Supervisor Employee Next-Level Supervisor Divisional Vice Chancellor HR |
| Suspension | Temporary removal from duty without pay due to serious misconduct, or as a paid, non-punitive measure while fact-finding is underway. | Supervisor Next-Level supervisor Divisional Vice Chancellor HR |
| Termination | Employment ends after prior steps, or when immediate termination is warranted, and upon HR review. | Immediate supervisor Next-level supervisor Divisional Vice Chancellor HR Vice Chancellor |
Not every step must occur in sequence. The appropriate response shall be proportionate to the nature and severity of the concern.
How HR Supports Supervisors
Your HR Business Partner can:
- Assess risk and recommend appropriate next steps including resources and referrals
- Draft or review documentation
- Coach you through difficult conversations
- Ensure consistent, legally compliant application of policy
- Support Workday processes for formal actions
When to Contact HR
Reach out to HR if you:
- Are unsure how to address a concern
- Want help drafting or reviewing documentation
- Believe an issue may lead to suspension, probation, or termination
- Are considering administrative leave or suspension
- Receive a complaint involving discrimination, retaliation, or harassment
- Need support navigating Workday actions or escalation
Final Guidance for Supervisors
- Engage HR early — early partnership prevents escalation.
- Never take disciplinary action without clear documentation and HR consultation.
- Approach these conversations with steadiness and compassion; the goal is employee success.
Resources
Office of Equal Opportunity Compliance (OEOC)
Ombudsperson
HR Business Partners
Administrative Rule 4.1201.03 – Progressive Discipline Procedures for Non-Faculty Staffing Table Employees
Guideline/Procedure 4.1201.03.1 – Progressive Discipline for Non-Faculty Staffing Table Employees
Workday Tools and Templates