1. Work Performance: Corrective Coaching and Training

2. Behavioral Problems: Progressive Discipline

3. Misconduct and Termination

Trinity expects the highest standards of conduct from all employees, and believes that with appropriate supervision, disciplinary actions against employees should not be necessary. However, on rare occasions, disciplinary actions are necessary for employees who repeatedly do not perform the duties of their positions with excellence, or who engage in misconduct. The following descriptions of possible disciplinary steps are not contractual rights; Trinity College retains the right to take other actions as appropriate to the facts of each case.

1.  Work Performance: Corrective Coaching and Training

Most often, situations involving inadequate work performance should receive corrective coaching and additional training. All employees should receive an adequate period of time and sufficient instruction to be able to correct performance problems that are skill-related.

If, after an appropriate period of training and counseling, the employee remains unable to perform the duties of the job at an acceptable level, then the employee may be terminated for inability to perform the functions of the position.

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2.  Behavioral Problems: Progressive Discipline

Progressive discipline is an appropriate tool in situations in which an employee manifests repeated behavioral problems on the job, e.g., continued lateness, repeated disregard for the instructions of the supervisor, sloppy work product, a pattern of rude and unhelpful behavior exhibited toward students, faculty and other staff.

As a first step, the supervisor should meet with the employee to counsel him or her about the conduct, and to recommend a corrective course of action. This is the verbal warning stage of the process. The supervisor should make a brief written file memo stating that the meeting occurred and the outcomes agreed to.

If the problems continue, the supervisor must then make a written statement describing the problems and the expected course of remedial action. Prior to writing this document, the supervisor should meet with the director of Human Resources for guidance. The employee is entitled to see this document and to make a written statement in response.

If the problems continue after the written warning, then Trinity may place the employee on probation, suspend or dismiss the employee.

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3.  Misconduct and Termination

In rare instances, employee misconduct is so offensive that immediate termination must ensue. Examples of such misconduct include, but are not limited to:

  1. any deliberate act of physical or psychological intimidation or actual assault against any other employee, student, faculty member, visitor or guest of Trinity, whether the incident occurs on or off campus;
  2. violation of Trinity’s policies on non-discrimination, sexual or racial harassment, technology, contracts, public representation of Trinity, and other policies that indicate dismissal as possible discipline;
  3. theft of Trinity’s property or the property of other persons on Trinity’s campus, including credit card fraud using Trinity’s credit cards or other actions to secure personal financial gain at Trinity’s expense;
  4. lying about credentials, plagiarism, fraud, or other forms of dishonesty;
  5. carrying or keeping a gun on campus regardless of any license for the firearm; guns are strictly prohibited from campus, including security personnel;
  6. carrying or keeping any knife or other weapon, explosive or hazardous material on campus, unless such instruments or materials are explicitly required for the work to be performed;
  7. engaging in any form of criminal conduct whether internal or external to Trinity.

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Trinity College reserves the right to interpret or change the policies stated in this Handbook as the need arises. This document is not a contract.

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