Course Code: EL-APCA-HR-0
Type: Online Course
Content Expiration Date: 1/31/2021
Describe an example of a performance standard and how to give appropriate feedback related to that standard.
Explain what is included in a performance improvement plan and the guidelines that must be followed when applying progressive discipline.
List at least three means of creating a supportive supervisory relationship with your employees and within your organization.
I. Section 1: Introduction
A. Course Contributor
B. About This Course
C. Learning Objectives
II. Section 2: Corrective Action
A. Meet Suzy
B. What Is Corrective Action?
C. Common Categories of Problematic Behavior
D. Why Are Corrective Action Plans Important?
E. Steps to Corrective Action
F. Let’s Review
III. Section 3: Analyzing Employee Performance and Providing Feedback
A. Setting Expectations: Performance Standards
B. Definition of a Performance Standard
C. Example of a Performance Standard
D. Providing Performance Feedback
E. Building a Supervisory Relationship That Works
F. Let’s Review
IV. Section 4: Problematic Behavior and Corrective Actions
A. Common Employee Problems
B. Common Employee Problems, continued
C. Common Employee Problems, continued
D. Common Employee Problems, continued
E. Let’s Review
F. What Is the Cause of Problematic Behavior?
G. Meet Henry
H. Performance Improvement Plans
I. Let’s Review
J. Progressive Discipline
K. Guidelines for Using Progressive Disciplinary Action
L. Typical Progressive Discipline Steps
M. Let’s Review
V. Section 5: Documentation and Investigation
A. Documentation and Investigation
B. Just Cause Self-Audit
C. The Seven Rules of Documentation
D. Let’s Review
VI. Section 6: Conclusion
Charles Lobosco, M.S.Ed.
Mr. Lobosco holds a Bachelor’s degree in History from Marist College and a Master’s degree in Educational Psychology from the College of Saint Rose. He first began work on behalf of Persons with Disabilities in 1973 as a Direct Care Worker and went on to do community-based case management and planning that helped facilitate the transition of people with developmental disabilities from large state institutions to community-based systems of care. In 1982, Mr. Lobosco became director of information and referral for the New York State Office of Advocate for the Disabled. From 1988 to 2011, he was a public health program manager with the NYS Department of Health, AIDS Institute.
Disclosure: Charles Lobosco, M.S.Ed. has declared that no conflict of interest, Relevant Financial Relationship or Relevant Non-Financial Relationship exists.
The target audience for this course is: Entry level Human Resource Professional.
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Course Delivery Method and Format
Asynchronous/Online Distance Learning; please see certificate details for specifics on delivery format.
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