Accountability Framework for Non-Faculty Employees (G/P)

Purpose

This Guideline/Procedure outlines the recommended steps and considerations for managers to address performance and conduct concerns and reinforce positive, respectful, and values-aligned contributions. The goal is to support a workplace culture and learning environment grounded in professionalism, accountability, and mutual respect across the College in accordance with AR 4.1201.03.

Implementation Guidance

Manager Considerations

• Base feedback and decisions on documented job expectations, policies, or prior communications. Issues that have been addressed two or more years prior but which have not been addressed since are generally considered new issues.
• Provide timely, respectful feedback. A one-business-day pause is encouraged before formal action (unless safety concerns require immediate intervention).
• Consult with Human Resources (HR) for support at any step.
• Document all actions, including informal conversations, using the College’s HR system.
• While managers are encouraged to consult with their own manager before initiating adverse actions (e.g., probation, suspension, or termination), these actions must be formally requested and approved through the HR system with appropriate supporting documentation.
• While temporary, and hourly employees may be released at-will, terminations for cause (reasons other than voluntary termination or end of assignment) shall be supported by documentation. No employee may be terminated for an illegal reason.
• Address disability accommodation requests by referring the employee to HR. Managers must not request or document medical details.
• No employee shall be retaliated against for raising a concern or participating in an employment or legal process in good faith.

Employee Support

• Employees may seek support or clarification from HR, the Employee Relations Officer (ERO), or the Ombudsperson.
• A (non-legal) third party (such as a next-level manager, representative from HR, the Ombudsperson, or an Equal Opportunity Compliance Mediator) may attend a meeting between manager and employee if both of those parties agree to the named witness in advance. The role of the witness is to observe and support respectful, clear communication, not to advocate or make decisions. The Office of Equal Opportunity Compliance may refer a neutral, trained, and private mediator by request.
• Employees may file a grievance to appeal disciplinary action under College procedures. No employee shall be retaliated against for participating in this process in good faith.

Interventions for Performance or Conduct Issues

Immediate managers are responsible for determining and implementing employment actions for their direct reports, with few exceptions. Managers may use one or more of the interventions listed below. The process does not require strict progression. Actions should be appropriate to the situation and supported by documentation. All disciplinary actions (except informal counseling) shall be entered in the employee’s record within the HR system. Employees will be prompted to acknowledge the disciplinary actions within the HR system. In cases where employees fail to acknowledge the action, it will be advanced to the next step in the process after three (3) days.

The College takes the safety, well-being, and fair treatment of students seriously. Any conduct that compromises student safety, disrupts the learning environment, or violates student trust may result in immediate disciplinary action, up to and including termination.

1. Informal Counseling:
   An informal conversation to identify concerns and counsel the employee on meeting expectations. A brief follow-up email is recommended to confirm shared understanding.
2. Formal Written Counseling: 
   The first level of a formal notice of performance or conduct concerns that outlines specific expectations, potential consequences, and available resources. Written counselings are completed or uploaded to the HR system.
3. Probation:
   A defined period of close monitoring (30 days with weekly meetings is recommended, but 60 days with bi-weekly meetings or 90 days for monthly meetings may be appropriate in some cases). During probation, the employee is ineligible for transfer or promotion, and the manager may temporarily limit nonessential duties (such as committees) or approve/deny vacation leave as appropriate.
   • A Performance Improvement Plan (PIP) may be used during or outside of probation.
   • An employee who has been placed on probation twice during their employment with ACC may be terminated without a third probation period, even if previous probations occurred under different manager or for unrelated performance issues.
   • Requires approval from the next-level manager, divisional Vice Chancellor, and Vice Chancellor of HR prior to employee notification.
4. Suspension:
   Temporary removal from duty, with or without pay, due to serious misconduct or while fact-finding is underway.
   • Requires the same three levels of approval as probation prior to employee notification.
   • Managers may place an employee on immediate administrative leave with pay (no prior approval required) in order to de-escalate a situation or protect the physical or psychological safety of others. HR shall be consulted promptly to assess next steps and ensure appropriate documentation.
   • Suspension may lead to additional disciplinary action.
5. Termination:
   Termination may occur when an employee fails to meet expectations despite documented feedback or in cases of serious misconduct that warrant immediate action.
   • Termination is initiated by the immediate manager and requires documented rationale and approval in the HR system from the next-level manager, divisional Vice Chancellor, and Vice Chancellor of HR prior to employee notification.
   • Examples of misconduct that may warrant immediate termination include, but are not limited to:
     • theft or unauthorized use of College or student property, services, or funds,
     • misuse of College technology or data, including unauthorized access, destruction of files, or system disruption,
     • acts of sabotage or intentional interference with College operations,
     • behavior that threatens the safety or well-being of others, including students, such as violence, intimidation, or coercion,
     • unlawfully distributing, selling, possessing, using or being under the influence of alcohol or drugs when on the job,
     • possession of unauthorized weapons, firearms, or explosives on College property,
     • conduct that jeopardizes student safety, disrupts the learning environment, or involves mistreatment of students.

Summary of Disciplinary Actions

Managers may use one or more of the following interventions. The process does not require strict progression; actions should be appropriate to the situation and supported by documentation. All disciplinary actions, except verbal and written counseling, are required to be conducted within the HR system. Employees are prompted to acknowledge the action within the HR system; if no acknowledgment is received within three (3) business days, the record will be marked as noted and advanced.