The Administration of Discipline: Progressive Discipline

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Effective discipline requires the use of the hot stove theory or rule (Edwards, 2005). It must give warning and be immediate, consistent, and impersonal. Some would add two more characteristics: that it does not apologize nor gloat and is not emotional.

One note of caution regarding immediacy. While it needs to be timely, the effective administration of discipline requires that the supervisor investigate the situation or allegation and determine the facts of the case before rendering discipline. To rely on hearsay, innuendo, or suspicion is not only unprofessional and unethical but also quite risky in terms of organizational climate, the leader's credibility and image, and potential legal liabilities.

And, unless safety issues are immediate and paramount, correction and reprimand should be done in private.

Edwards (2005) elaborates a bit more on the importance of the hot stove principles.

Progressive Discipline

Progressive discipline is a positive corrective plan which is reasonable, fits the offense, and becomes increasingly severe for repeated infractions (of the same infraction). It always considers the seriousness of the infraction, prior violations by the individual, and extenuating circumstances.

As noted in parentheses, generally speaking, the progressive disciplinary steps must be taken for each infraction. In other words, an informal warning cannot be given for one infraction, then a formal oral warning for a second non-related offense, and a written reprimand for yet a different offense. Generally speaking, each different offense requires progressive discipline.

While many infractions may begin with an informal warning, some infractions may warrant beginning the disciplinary process with a written reprimand, suspension, or even dismissal.

Now, different agencies do have different steps in the corrective action and disciplinary processes. While many organizations use the sequence of an informal warning, a formal oral warning, a written reprimand, progressive suspensions, and termination, others incorporate additional steps. Some agencies include both a formal oral warning and a written warning prior to the written reprimand; some incorporate a fine (usually prior to suspension) and/or a demotion (usually immediately prior to termination) in the sequence. This is okay. What matters is that each successive step becomes more severe.

Typical Actions Chart

If we believe in the promotion of self-discipline, it is critical that employees are aware of where in the sequence of possible actions disciplinary actions will commence for the various offenses.

To apprise employees of this, and to guide supervisors in the corrective action and disciplinary processes and hence ensure greater consistency among supervisors, many organizations have developed a "Typical Actions" chart.

SAMPLE TYPICAL ACTIONS CHART FOR THE FIRE SERVICE*

This document serves only as a guide and is not to be construed as "policy."

Disciplinary actions will always consider the totality of the circumstances and may deviate from this chart.

* Adapted from Course Development Team. "Discipline At the Company Level." Leadership: Strategies for Supervisory Success. Emmitsburg:United States Fire Administration, National Fire Academy. 1994. Pages DP - 9

Notes Regarding the Sample Typical Actions Chart:
This chart includes only the formal steps in progressive discipline. The chart does not preclude the initial informal warning that would be likely be given for many of these offenses.

Any "typical actions chart" must include a disclaimer. In each case, the supervisor must consider prior violations, the seriousness of the offense, and the totality of extenuating circumstances. Typical Actions charts are neither policies nor absolutes. See the sample phrasing included with the previous example.

Other notes:

1. This chart has been created simply to illustrate the concept, not to suggest nor dictate the proposed consequences for the various infractions. Ideally, a bit more detail should be included. What criteria should be used to determine whether a suspension or termination is warranted for those infractions citing both as possible first offense consequences?
   
   Example: Stealing (Illustrative Only)
   Under $100 in value – 3 day suspension
   Over $100 but less than $500 - 5 day suspension
   Between $500 and $1000 – 30 day suspension
   Over $1000 – termination
   

2. Similarly, the sequence of suspension should be identified when progressive suspensions are identified.

Example: (Illustrative Only)
1st Suspension -- 3 days
2nd Suspension -- 5 days
3rd Suspension -- 30 days

Recommendation: Have your typical actions chart/system reviewed by your jurisdiction's attorney.

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Course Development Team. "Discipline At the Company Level." Leadership: Strategies for Supervisory Success. Emmitsburg: United States Fire Administration, National Fire Academy. 1994.

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