THE INFORMAL PROCESS Sample Clauses

The Informal Process clause establishes a preliminary step for resolving disputes or disagreements between parties before formal proceedings are initiated. Typically, it requires the parties to communicate and attempt to resolve their issues through direct negotiation or discussion, often within a specified timeframe. This approach encourages cooperation and can help avoid the time and expense of litigation or arbitration by facilitating early, amicable solutions to conflicts.
THE INFORMAL PROCESS. The underlying goal of the Informal Process is to prevent problems from developing and to quickly eliminate problems that do arise. Six strategies and techniques have been determined to be important components of an effective Employee Development and Performance Program, especially a program that places a great deal of importance on supervisor and employee responsibility. When these strategies and techniques are properly utilized, supervisors should have very few discipline problems. When a problem is first identified, the supervisor and employee attempt to resolve it through these six strategies:  Developmental Coaching  The application of Training  The removal of Obstacles  The timely delivery of Feedback  The arranging of Consequences  Provide Counseling Coaching is an informal, often times spontaneous discussion designed to assist an employee in developing knowledge, skills, and abilities. It is the everyday interaction between supervisor and employee that leads to employee development. Praise and encouragement are the most effective coaching tools. They enable the supervisory coach to define exactly what he or she expects in a positive way. A good coach tries to be a “people developer” and you can’t develop people by tearing them down. There are several coaching actions that can contribute to effective supervision:  Provide employee with positive feedback.  When you have to criticize, focus on the problem, not the individual’s personality.  Give employees both positive and negative feedback.  Build and maintain strong relationships with employees.  Confront employees with problems in their performance.  Use active listening skills.  Listen more than you talk. As an effective supervisor, you will need to know what to coach and when to coach. Generally, you will need to assume the role of coach when a member of your work team does not know how to do an assigned task, performs a job incorrectly, or does not perform to prescribed standards. Generally, if the performance problem is one of attitude or motivation, you may need to counsel the employee. Once you identify an area that requires coaching, either through direct observation or an employee’s direct request for help, you can develop a coaching plan. Elements of a plan may include:  Let employees know what is expected of them by clearly defined standards and job responsibilities. Develop a work plan with agreed upon tasks and completion dates.  Let employees know how they are doing thro...
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THE INFORMAL PROCESS. 28 The underlying goal of the Informal Process is to prevent problems from developing and 29 to quickly eliminate problems that do arise. Six strategies and techniques have been 30 determined to be important components of an effective Employee Development and 31 Performance Program, especially a program that places a great deal of importance on 32 supervisor and employee responsibility. When these strategies and techniques are 33 properly utilized, supervisors should have very few discipline problems. When a 34 problem is first identified, the supervisor and employee attempt to resolve it through 35 these six strategies: 37 • Developmental Coaching 38 • The application of Training 39 • The removal of Obstacles 40 • The timely delivery of Feedback 41 • The arranging of Consequences 42 • Provide Counseling
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THE INFORMAL PROCESS. 38 39 The underlying goal of the Informal Process is to prevent problems from 40 developing and to quickly eliminate problems that do arise. Six strategies and 41 techniques have been determined to be important components of an effective 42 Employee Development and Performance Program, especially a program that 1 places a great deal of importance on supervisor and employee responsibility.
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Related to THE INFORMAL PROCESS

  • Informal Process The Informal Process provides an Employee with the opportunity to resolve his or her concern by using the open door process, with the assistance of a FC member, within 30 calendar days of the date the Employee became aware of the issue. While an Employee may speak with anyone in the open door process regarding a concern or problem, the Employee is encouraged to take this concern up with his immediate supervisor or may request the assistance of the Employee Advocate or a FC member to facilitate resolution of the issue.

  • Formal Process STEP 3 –

  • Informal Procedure A complaint may be presented informally to the administrator whose decision or action is being contested.

  • Informal Procedures A. The grievant should first discuss the matter with his/her principal or administrator or supervisor to whom he/she is directly responsible in an effort to resolve the problem informally. B. If the grievant is not satisfied with the disposition of the matter, he/she shall have the right to have a representative of his/her choice to assist him/her in further efforts to resolve the problem informally with the principal or other appropriate administrator or supervisor.

  • Submission of Grievance Information a. Upon appointment of the arbitrator, the appealing party shall, within five (5) days after notice of appointment, forward to the arbitrator, with a copy to the School Board, the submission of the grievance which shall include the following: 1. The issues involved. 2. Statement of the facts. 3. Position of the grievant. 4. The written documents relating to Section 5 of the grievance procedure.