5.4.5 Dismissal

5.4.5 Dismissal

Created: October 1, 2016
October 2017; October 1, 2018; October 1, 2022

The appointment, reappointment, discipline, and dismissal of full-time Faculty/Staff shall generally occur in accordance with this policy. However, in accordance with the 5.17 Harassment/Sexual Misconduct Policy, some forms of harassment may also violate the College’s policy against “Sexual Misconduct” under Title IX. When a report of harassment is received, the Title IX coordinator will determine whether it shall proceed under this policy or the sexual misconduct policies and procedures.

A. Supervisory/administrative efforts should, whenever possible, be concentrated on preventing serious job performance and/or conduct problems from occurring rather than on disciplining employees. If disciplinary measures are necessary, it is essential that:

  1. Each problem is investigated by the immediate supervisor/administrator so that the facts of the situation are known.
  2. Whenever possible, any action taken is primarily corrective rather than punitive and is appropriate to the offense.
  3. The dignity of the employee is respected.

B. Categories of Corrective Discipline: The College administration will determine which step of discipline is required based upon the nature and/or severity of the offense. If an offense is of sufficient severity, disciplinary action may begin at a more advanced stage, up to and including immediate dismissal. Therefore, the College maintains the right to dismiss any employee, as outlined in this policy, without providing for any or all of the following corrective disciplinary measures.

1. Counseling
Counseling by an employee’s immediate supervisor/administrator will normally be the first effort to correct the employee’s performance or conduct deficiencies. Counseling may be verbal or written. If written, the employee will receive a Letter of Counsel. When an employee’s work or conduct is unsatisfactory and if counseling does not correct the situation, progressive discipline consisting of increasingly stronger disciplinary action will normally be followed.

2. Record of Conversation
A verbal warning may be issued in an attempt to correct relatively minor occurrences of inappropriate performance and/or conduct. A Performance Improvement Plan may be utilized at this step.

3. Written Warning
A written warning may be issued for repetition of an offense covered in a previous verbal warning or the first occurrence of a more severe offense.

4. Final Written Warning
A final written warning (with or without unpaid suspension) may be issued for the first occurrence of a very serious offense(s) or may be issued for repeated lesser offenses which have been identified by the immediate administrator and not corrected by the employee despite previous disciplinary action(s).

a. The final written warning is considered a last chance and if an employee does not achieve improvement in performance/conduct, dismissal will normally be the result.

b. The Unit Vice President (or designee) and the Senior Director of Human Resources (or designee) must review the final written warning prior to it being issued to the employee.

If extraordinary conditions make it necessary to do so, the college may dismiss employees during the term of a contract. Causes for dismissal may include but are not limited to the following:

  • Act of moral turpitude;
  • Inability or unwillingness to perform assigned duties;
  • Acts of insubordination;
  • Violations of written or announced policies;
  • Illegal acts of such a nature as to bring discredit to the college;
  • Theft;
  • Dishonesty in the execution of college business.

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