Progressive Discipline: Understanding the Steps

Under CBA Article 16.2, Yakima Valley Libraries is committed to a progressive disciplinary process for all non-probationary employees.

Progressive discipline means that for most performance or conduct issues, management must start with the least severe action and only move to more serious penalties if the problem persists.

Except in cases of “serious misconduct” (such as theft or physical violence), management should generally follow this sequence:

This is the first formal step. While it is “oral,” a supervisor will typically make a note in your file that the conversation occurred.

• Goal: To put you on notice that a specific behavior or performance metric needs to change.
• Member Tip: Take your own notes during this meeting. What was the specific issue? What was the expected fix?

If the issue is not resolved after an Oral Warning, management issues a formal letter.

• Goal: A formal record of the failure to improve. This letter must clearly state what the problem is and what the consequences will be if it continues.
• Member Tip: You have the right to provide a written rebuttal to be attached to this warning in your personnel file.

This is a severe step usually involving time away from work without pay.

• Goal: To demonstrate the extreme gravity of the situation and serve as a final warning before termination.
• Member Tip: Suspensions are almost always grieved by the Union to ensure the “Just Cause” standard was fully met before such a high financial penalty was imposed.

The final step where the employment relationship is ended.

• Goal: Reserved for when all previous corrective efforts have failed, or for a single act of gross misconduct.

Discipline is not meant to stay “active” forever. If an employee receives an Oral Warning but then performs perfectly for a significant period (often 12-18 months, depending on the specific policy), that warning should generally be considered “spent” and not used to jump straight to a suspension for a later, unrelated issue.

A PIP is often used alongside the disciplinary process. However, a PIP is a corrective tool, not a disciplinary one. If a PIP is written in a way that makes success impossible, or if it skips the Oral/Written warning steps for a long-term employee, it may violate the Just Cause standard.

You have Weingarten Rights at EVERY step listed above. If you are called into a meeting for an “Oral Warning,” you can and should have a Union Steward present to ensure the process is fair and documented correctly.

• [ ] Did management skip a step?
• [ ] Was the discipline “appropriate to the seriousness of the offense”?
• [ ] Is the discipline based on a rule that was clearly communicated?

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