VISN 6 Supervisor & Manager Guide

EMPLOYEE & LABOR RELATIONS VISN 6 MID-ATLANTIC HEALTHCARE NETWORK E

MANAGEMENT

MADE EZ

VISN 6 - VA Mid-Atlantic Healthcare Network Supervisor and Manager Guide to Effective Administration of Federal Workforce Policies and Procedures

DEPARTMENT OF VETERAN AFFAIRS Effective workforce administration is the cornerstone of Management Made EZ, ensuring seamless operations and optimized productivity. We believe in empowering businesses with efficient personnel management, enabling them to focus on growth and success.

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Message from the VISN 6 ELR Team

Dear VISN 6 Supervisors and Managers, •

Quick Reference Tools: Access at-a-glance

We are excited to introduce a valuable resource

reference materials to streamline deci-

that will make your roles easier and more efficient

sion-making and procedural compliance.

– the "Management Made EZ" guide. Developed by our Employee and Labor Relations team, this

How to Access:

guide is tailored to assist you in navigating the complexities of employee relations within our

You can find the "Management Made EZ" guide

network.

on our shared drive or by contacting the Employee and Labor Relations team directly. We encour-

Key Features:

age you to make use of this guide as a comprehensive tool to enhance your management

•

Leave Management: Learn best practices for

practices and foster a positive work environment.

handling leave requests, maintaining service coverage, and addressing common issues.

Should you have any questions or require further clarification, don't hesitate to reach out to our

•

Corrective Actions: Understand the nuances

team. We are here to support you in creating a

of corrective actions, including admonish-

workplace that thrives on effective management.

ments, reprimands, and suspensions, to

•

maintain a fair and compliant workplace.

Best Regards,

Inclusive Management: Promote diversi-

Bruce Yarwood

ty, equity, and inclusion by leveraging the guide's insights on creating equal opportuni-

Supervisory, ELR Specialist VISN 6 Employee and Labor Relations Team

ties for all.

2

VISN 6 Supervisory Workplace

Table of Contents Overview: Management Made EZ

4

Section 1: Administering Leave Policy

5

Understand the Different Leave Types

7

Understand the Different Leave Programs

9

Section 2: Types of Workplace Misconduct

10

Navigating Employee Personnel Issues

11

Failure to Follow Policy or Procedures

12

Failure to Follow Policy Assessment Process

13

Inappropriate Conduct

14

Alcohol-Related Misconduct

16

Reasonable Suspicion Drug Testing

17

Conduct Actions vs. Performance Based

19

Section 3: The Disciplinary Action Process

20

Navigating Disciplinary Actions

21

The Corrective Action Process

22

Addressing Unauthorized Absence

23

Sick Leave Counseling

24

Sick Leave Certification

25

Addressing Excessive Absence

26

Inability to Maintain a Regular Work Schedule

28

Medical Inability to Perform the Duties

29

Section 4: Fact Finding and Investigation

30

Fact Finding 101

31

Section 5: Other Supervisory Tasks

33

Changes in Working Conditions

34

Reasonable Accommodation Process

36

3

VISN 6 Supervisory Workplace

Overview: Management Made EZ The

"Management

comprehensive

and

Made

EZ"

guide

user-friendly

is

a

their skills and contributions.

resource

specifically designed to assist supervisors and

5. Dealing with Workplace Harassment and

managers at the VISN 6 - VA Mid-Atlantic Health

Hostile Environments: Clear guidance on

Care Network with a wide range of workforce

how to handle and prevent workplace harass-

management tasks. This guide equips leaders with

ment and create a safe and respectful work-

the necessary knowledge, tools, and strategies

ing environment for all employees.

to effectively handle various employee-related issues, foster a healthy work environment, and

6. Conducting Fact-Findings: Technique for

promote the well-being of both the workforce and

conducting fact-finding investigations, gather-

the organization.

ing evidence, and making informed decisions in response to workplace issues.

Key Highlights of the "Management Made EZ" Guide include:

7. Third-Party Proceedings: An overview of how to navigate third-party proceedings,

1. Leave Record Management and

such as labor grievances or EEOC complaints,

Administration: In-depth guidance on

including tips for collaboration with Employ-

how to effectively manage and

ee and Labor Relations specialists.

administer employee leave records, ensuring compliance with VA and federal policies.

8. Working Conditions: Insights into monitoring and improving working conditions for employees, including health and safety con-

2. Addressing Employee Misconduct: Practical steps for addressing employee misconduct, conducting investigations, and taking appropriate disciplinary actions when required.

siderations and reasonable accommodation procedures.

9. Collaboration with Employee and Labor Relations: Emphasizes the importance of working collaboratively with Employee

3. Handling Adverse Actions: Comprehen-

and Labor Relations specialists to

sive information on the procedures and best

address workplace concerns promptly

practices for taking adverse actions against

and effectively.

employees, including suspensions, removals, and other corrective measures.

4. Addressing Performance Issues: Strategies for recognizing and addressing performance deficiencies, conducting performance

The Management Made EZ guide is an invaluable resource for VA leaders. It provides step-by-step instructions to create a productive and respectful work environment for employees and the organization.

appraisals, and helping employees improve

4

VISN 6 Supervisory Workplace

Section 1: Administering Leave Policy

5

VISN 6 Supervisory Workplace

Understand the Different Leave Types Introduction

•

Must be requested through the service and approved by the Director.

Welcome to the Leave Administration guide for VISN 6 supervisors and managers. Efficient leave management is crucial for a healthy and productive workforce. This section provides insights into leave types and programs to help supervisors and managers navigate leave administration with fairness and precision.

Common Types of Leave

Note: Annual leave does not substitute sick leave when an employee is required for work due to staffing and workload needs.

2. Sick Leave (SL) •

illness or medical conditions that prevent them from performing their duties.

•

Annual leave is a planned, pre-approved absence from work, typically used for vaca-

Entitlement criteria:

tions, personal time, or other non-emergency situations.

•

Supervisors should encourage employees to request annual leave well in advance, allow-

•

Incapacitation for duty

•

Medical appointments

•

Sick family member care

•

Funeral arrangements for a family member

ing for proper staffing and workload management.

No Entitlement as to when •

Employees may also use sick leave to take care of a sick family member.

1. Annual Leave (AL) •

Sick leave is intended for employees facing

•

Communicable disease exposure

•

Adoption precedings

•

Employees absent for three or more days due to sickness must complete an elec-

Employee requests usage of leave

tronic leave request upon return. Medical

Supervisor approves based on: •

Workload

•

Reason for request

•

Reasonable is the standard

certification may be required to confirm the need for sick leave.

•

employee can use for his/her own personal medical needs.

Advanced Annual Leave is capped at the amount that can be accrued for the remainder of the pay year.

•

Can be used at the employee’s discretion (Ex.

Advanced Sick Leave is capped at 240 hours.

•

Must have reasonable expectation that employee will return to duty.

6

Medical certification must be provided (can be routed directly to HR) to determine eligi-

to attend school, lack of child care, etc.)

•

There is no limit to the amount of SL an

bility.

•

Must be requested through the service and approved by the Director.

VISN 6 Supervisory Workplace

Understand the Different Leave Types 3.

Leave Without Pay (LWOP) •

Leave without pay is an unpaid leave of

Absence Without Leave (AWOL) •

AWOL occurs when an employee is ab-

absence that employees may request for

sent from work without obtaining proper

personal reasons when other types of

approval or providing notification.

leave are exhausted or not applicable.

•

4.

•

Supervisors should address AWOL situa-

Supervisors must evaluate LWOP requests

tions promptly, following established pro-

carefully, considering the impact on the

tocols, and documenting actions taken

team and ensuring fairness in granting such requests.

When to Charge AWOL •

No entitlement, except: • •

Uniformed Services Employment and Re-

absence; •

The requested leave was appropriately

employment Rights Act (USERRA)

denied and the employee did not show

Employees drawing Workers’ Compensa-

up for work

tion •

The employee fails to obtain approval for

•

Employees entitled to leave as reasonable

When in doubt contact your servicing ER/ LR specialist

accommodation •

Medical treatment for disabled veterans

Supervisors and Managers must do the

per EC 5396, and reservist/National Guard

following:

members performing military service

•

Employee receives no pay

•

Employees entitled to leave under FMLA

•

Leave approving official should

•

More than 30 days require approval and signature by the Director

7

document and sign •

Employee should be informed in writing

VISN 6 Supervisory Workplace

Understand the Different Leave Programs Introduction

Termination of Medical Emergency: •

Managing personnel issues is crucial for an effective workforce in healthcare administration. This

to attend school, lack of child care, etc.)

•

section highlights the role of VISN 6 supervisors and managers in navigating these challenges.

•

VLTP allows federal employees to donate un-

•

2. Family Medical Leave Act •

and support employees in utilizing VLTP

year for specified family and medical reasons.

•

employees through the application process.

within the organization.

•

A medical emergency that requires the employee to be absent from duty and results in a loss of income because of lack of available paid leave.

•

Combined leave balance must be equal to or less than 24 hours in order to receive and use donations.

Supervisor approves based on: •

Federal employees can donate annual leave to a recipient under VLTP (VA Form 0239).

•

Other federal employees can donate too.

•

Maximum hours that can be donated is one-

Supervisors must be familiar with FMLA regulations, ensuring compliance and supporting

when needed, fostering a culture of support

Eligibility:

FMLA provides eligible employees with up to 12 weeks of unpaid, job-protected leave per

cal emergencies or serious health conditions.

Supervisors should be aware of the program

Must be requested through the service and approved by the Director.

used annual leave to colleagues facing medi•

Must have reasonable expectation that employee will return to duty.

Common Types of Leave 1. Voluntary Leave Transfer Program (VLTP)

Can be used at the employee’s discretion (Ex.

Entitlement criteria: •

Employee must have completed 12 months of federal service. (Not required to be 12 recent or consecutive months.)

What does FMLA provide?

•

Eligible employees up to 12 workweeks of unpaid leave a year (12 month period)

•

Requires health benefits to be maintained

•

Return to their same or an equivalent job at the end of their FMLA leave

half of the expected annual leave, with a minimum of 4 hours.

8

VISN 6 Supervisory Workplace

Understand the Different Leave Programs When can FMLA be used?

•

Adoption or foster care

•

Own serious health condition

•

Care of a spouse, child, or parent who has a serious health condition

•

active duty Disabled Vet Leave (DVL) •

Disabled veteran leave is provided by the Wounded Warriors Federal Leave Act of 2015.

•

Disability rating must be provided by the Veterans Benefits Administration (VBA) 30% or more.

•

Employee must provide official documentation of the VBA rating to the employing agency.

•

Single “12-month eligibility period” during which Disabled Veteran Leave may be used.

• •

Leave benefit expires at end of 12-month eligibility period; unused leave is forfeited (not cashed out).

•

104 hours is credited for regular full-time employee. Leave credit is proportionally adjusted based on work schedule. Leave credit may be subject to offset

Section Wrap Up •

•

Inform new employees of Leave Request

Review Leave Articles in respective Collective Bargaining Agreement (CBA)

•

Keep track of the usage of different leave types

Final Points •

FMLA, Sick Leave and VLTP are separate programs

•

Leave is either authorized or unauthorized

•

SL is an entitlement

•

AL is employees right to use, and supervisors right to schedule

•

AWOL is a non-paid leave status, that may be used to take a disciplinary action

•

Make your internal leave policy transparent

•

Apply leave policy equally

•

Contact ER/LR immediately for leave issue/extended leave of absences

Separate leave authority. It is not a subset of sick leave.

Remind employees of Leave Request procedures

Qualifying exigencies arising out of covered military active duty or call to covered

3.

•

References •

VA Handbook 5011 - Hours of Duty and Leave

•

MCM 05-15, Leave Policy for GS and WG Employees

•

MCM 05-07, Hours of Duty and Leave for Title 38 Employees

•

SEIU Contract / CBA – Article 5

•

AFGE Contract / CBA – Article 35

•

NNU Contract / CBA – Article 11

procedures

9

VISN 6 Supervisory Workplace

Section 2: Types of Workplace Misconduct

10

VISN 6 Supervisory Workplace

Types of Workplace Misconduct

Introduction

er hand, failing to address misconduct can create a toxic workplace culture that negatively affects

It is important for VISN 6 to prioritize healthcare

employee morale and collaboration.

excellence and patient well-being. This means that workplace misconduct, such as unprofes-

The following section aims to provide managers

sional behavior, harassment, and violation of or-

with a comprehensive understanding of work-

ganizational policies, should not be tolerated and

place misconduct, including its various manifes-

must be addressed by supervisors and managers.

tations and potential impact on the organization.

Managers will learn how to identify and address

Workplace misconduct covers a wide range of ac-

instances of misconduct, cultivate a workplace

tions that go against organizational policies, ethi-

culture that values professionalism, respect, and

cal standards, and professional norms. It can have

ethical standards, and utilize effective strategies

various negative effects on the work environment,

to prevent workplace misconduct. This will help

employee relationships, and the overall function-

create a positive and harmonious work environ-

ing of the organization.

ment for everyone in the organization.

Why it is Important to Address Conduct Issues

This section addresses the following common workforce misconduct: 1. Failure to Follow Policy or Procedures

Addressing workplace misconduct is crucial to

2. Inappropriate Conduct

maintain professionalism, ethics, and trust in

3. Harassment

healthcare services. It also fosters a positive work

4. Alcohol-Related Misconduct

environment by promoting employee engage-

5. Reasonable Suspicion Drug Testing

ment, productivity, and commitment. On the oth-

11

VISN 6 Supervisory Workplace

Failure to Follow Policy or Procedures What is Failure to Follow Policy or Procedures?

non-compliance reduces the potential for

Failure to follow policies or procedures

5. Accountability: It fosters a culture of ac-

financial, reputational, and operational risks.

Refers to the act of not adhering to established

countability among employees, promoting

guidelines, protocols, regulations, or rules within

responsible behavior and ethical conduct.

an organization. This deviation from prescribed procedures can result from negligence, lack of awareness, or a deliberate choice to bypass es-

Examples of Failure to Follow Policy and Procedures:

tablished norms. When an employee fails to adhere to these prescribed procedures or policies,

1. Documentation Errors: When a medical

it can result in non-compliance, inefficiency, and

professional fails to follow documentation

potential risks to the organization.

protocols, it can lead to inaccuracies in

Importance of Addressing Issues: Addressing issues related to failure to follow procedures or policies in the workplace is crucial for several reasons: 1. Compliance: It ensures that the organization

patient records, potentially affecting patient care quality 2. Project Delays: When team members disregard project management procedures, project timelines are disrupted, and deliverables are delayed.

remains compliant with relevant laws and regulations, reducing the risk of legal consequences.

2. Consistency: It promotes consistency in operations, which is vital for quality control and uniform service delivery.

3. Efficiency: Adhering to established procedures enhances operational efficiency, preventing unnecessary delays and errors.

4. Risk Mitigation: Addressing policy

12

VISN 6 Supervisory Workplace

Failure to Follow Policy Assessment Process Asses the Situation

staff meetings 7. Orientation Notes

Failure to follow policies or procedures If you have an Employee who was provided clear

Potential Pitfalls?

instruction, detail, or policy to adhere to and they do not, this could be considered misconduct. If

1. How uniform is this rule you’re applying

you are seeking Corrective Action to address this

a. How consistently are you applying

with your employee, then you are responsible for

this rule to everybody?

providing and proving:

Is the failure from a cited form of an established Instruction or Policy?

Then you’ll need to provide:: 1. Medical Center Policy (MCP) 2. VA Handbook Excerpt 3. Email Summary of Instruction Given 4. Department Standard Operating

2. “Calling out” a specific employee: a. Speaking to one specific employee about a rule and failing to address it with other staff.

3. Clear expectations given but not including a timeframe.

4. Reasonableness of completion: a.

you that they couldn’t complete the

Procedures (SOPs) 5. Report offinancial, reputational, and operational risks.

How was this communicated?

1. Email 2. Minutes of a Staff Meeting (to include sign-in logs) 3. ROC from the potential subject and witnesses* 4. Previous Disciplinary Action

Did the employee communicate to task in time?

b.

Does the employee have the capabilities to complete the task assigned?

c. Can the task be completed in the assigned time? (considering their current workload) Addressing these issues promptly is essential to maintain a well-structured and compliant work environment while mitigating associated risks.

5. Training logs from TMS 6. Training huddles or provided training during

13

VISN 6 Supervisory Workplace

Inappropriate Conduct What is Inappropriate Conduct?

Inappropriate conduct pertains to behaviors, actions, or expressions exhibited by employees that deviate from established workplace norms, codes of conduct, or ethical standards. Such conduct can include actions that create discomfort, offense, or disruption within the work environment. Addressing inappropriate conduct is essential to maintain a respectful, harmonious, and productive workplace. This ype of conduct includes any comments or conduct that disparages or demonstrates hostility or aversion towards any person that could reasonably be perceived as disruptive, disrespectful, offensive, or inappropriate in the workplace.

Inappropriate Conduct Elements: An event occurred AND 1. Someone took offense to a statement or action surrounding the event OR… 2. The inappropriate behavior was obvious

Harassment: Unwanted advances, comments, or behaviors towards colleagues can lead to a hostile work environment, impacting morale and productivity.

It is the responsibility of supervisors to ensure that the workplace is respectful and free from behavior that creates a hostile or uncomfortable environment. All employees have the right to work in an atmosphere of dignity and respect.place. Supervisors must address inappropriate conduct immediately to ensure employee well-being, compliance with the law, and to create a respectful, productive, and positive workplace culture. It's a critical aspect of effective leadership and organizational management.

14

VISN 6 Supervisory Workplace

Types of Evidence •

Reports of Contacts. These should state exactly what was said, done or observed. At a minimum, they are needed from the victim and perpetrator and anyone who was near the incident and may have observed or overhead the alleged inappropriate behavior.

•

Emails and/or Microsoft Teams Messages.

•

Medical Center Memorandums or Agency policies

•

ICARE Training Records

•

ICARE Core Values

Pitfalls •

Norms for the area

•

Oversensitivity

•

Cautious of color of authority

•

Poor communication

Ask Yourself These Questions Discrimination •

Is the conduct reasonably inappropriate or offensive?

•

Would a reasonable person consider this conduct to be inappropriate?

•

What are the circumstances/situation surrounding the event?

•

What is the relationship between the parties?

•

Was the employee involved given notice that his/her conduct was inappropriate?

15

Treating individuals unfairly based on factors like race, gender, or age can lead to division among employees and potential legal consequences.

Bullying Consistent mistreatment or intimidation can harm employees' mental health, reduce their job satisfaction, and lead to absenteeism.

VISN 6 Supervisory Workplace

Alcohol-Related Misconduct Addressing concerns about a coworker potential-

•

Assess Ability to Perform Essential Dutie:

ly being under the influence of alcohol is a sensi-

Determine whether the employee can per-

tive but crucial responsibility for supervisors and

form essential job functions. If yes, monitor

managers. Follow this step-by-step guide to navi-

performance; if no, arrange transportation

gate the process professionally and effectively.

home.

1. Assess the Situation Using the Alcohol ABC'S

3. Take Corrective Action •

•

Sobriety Test Results: If the employee volun-

Assess: Utilize the impairment checklist to

tarily takes a sobriety test and fails, consider

assess the coworker's behavior, speech, coor-

consequences related to reporting to or be-

dination, and the presence of a strong smell

ing on duty under the influence of alcohol.

of alcohol.

•

Behavior, Speech, and Coordination: Ob-

•

Declined Sobriety Test: If the employee

serve for stumbling, slurred speech, and any

declines the sobriety test, observe for other

coordination issues.

issues such as inappropriate behavior, lateness, inattentiveness, or falling asleep.

2. Be Upfront and Confront the Issue • •

•

Request Corrective Actiont: If corrective

Direct Confrontation: Approach the employ-

action is warranted, submit a consult request

ee directly to discuss the observed behaviors.

through Alert HR.

Union Representation: Allow the employ-

By following these steps, supervisors and man-

ee the option to have union representation

agers can handle alcohol-related concerns in a

during the discussion.

fair, respectful, and effective manner, ensuring the well-being of the employee and maintaining

•

Offer Sobriety Test: Provide the option for a

a safe working environment.

sobriety test to objectively assess the level of impairment.

•

Assistance with Alcohol Problem: If the employee requests assistance with an alcohol problem, offer reasonable accommodation through the Employee Assistance Program (EAP) and participation in a rehabilitation program.

16

VISN 6 Supervisory Workplace

Reasonable Suspicion Drug Testing Drug testing for suspected illegal drug use is a

•

critical component of maintaining a safe and pro-

Suspected drug diversion by a specific employee.

ductive work environment. Supervisors and managers play a pivotal role in initiating and oversee-

3. Employees in non-TDPs

ing the reasonable suspicion drug testing process.

Here's a step-by-step guide to assist in navigating

•

this essential procedure.

Reasons for Testing: Testing may be required for non-TDP employees when there is reasonable suspicion of on-duty use or

1. Distinguish Between Alcohol and Drug Testing

on-duty impairment.

Reasons for Testing Include:

•

Clarification: Procedures outlined here are specific to suspected illegal drug use.

•

Direct observation of drug use or physical symptoms of being under the influence.

2. Employees in TDPs (Testing Designated Positions)

•

drug use.

•

•

Reasons for Testing: Testing may be required for TDP employees when there is rea-

•

Abnormal or erratic behavior indicative of Arrest or conviction for a drug-related offense, suggesting on-duty use or impairment.

•

Information from a reliable source or inde-

sonable suspicion of illegal drug use, whether

pendently corroborated indicating on-duty

on or off duty.

use or impairment.

Impairment Checklist: Utilize the impairment checklist available here.

Reasons for Testing Include:

4. Procedures for Reasonable Suspicion Testing •

Gather Facts: The appropriate supervisor will gather all facts supporting the suspicion of

•

Direct observation of drug use or possession.

•

Abnormal or erratic behavior indicative of drug use.

• •

illegal drug use.

•

Written Report: Prepare a written report de-

Arrest or conviction for a drug-related of-

tailing the facts leading to and supporting the

fense.

suspicion.Accommodation Request" forms to

Information from a reliable source or inde-

the RAC within three business days.

pendently corroborated.

•

Newly discovered evidence of tampering with a previous drug test.

17

VISN 6 Supervisory Workplace

Reasonable Suspicion Drug Testing 5. Timing Considerations

By following these steps, supervisors and managers can ensure a fair, legally compliant, and effi-

• •

Ideally, complete testing on the day suspicion

cient process for addressing reasonable suspicion

arises.

of illegal drug use among their workforce.

Testing for non-TDP employees must be conducted as soon as possible (the same day) to determine on-duty use or impairment.

6. Approval Processs •

All reasonable suspicion tests must be approved by the official authorized to propose adverse actions or a higher-level official in accordance with VA Handbook 5021, Employee-Management Relations.

18

VISN 6 Supervisory Workplace

Conduct Actions vs. Performance-Based Distinguishing the Between Performance and Conduct Actions

for conduct-based actions may include verbal or written warnings, counseling, suspension, or, in more severe cases, termination. The

Effectively managing a team requires a nuanced

goal is to address the inappropriate behavior

understanding of the differences between per-

and maintain a positive work environment.

formance-based and conduct-based actions. For supervisors and managers within the VA VISN 6 Healthcare Network, where the commitment to excellence in healthcare is paramount, distinguishing between these actions is crucial for maintaining a high standard of professionalism

Performance-Based Actions: 1. Focus on Job Performance: Performance-based actions center on an employee's ability to carry out their assigned duties

and ensuring fair treatment of employees.

effectively. Supervisors should pay attention

Conduct-Based Actions:

standards, fulfills responsibilities, and

to how well an individual meets perfomance achieves established goals.

1. Focus on Workplace Behavior: Conduct-based actions address an employ-

2. Indicators of Poor Performance: Indicators

ee's behavior within the workplace, em-

may include consistently subpar work quality,

phasizing adherence to workplace policies,

missed deadlines, inadequate productivity,

ethical standards, and overall professional

or failure to meet performance standards.

conduct.

Documenting specific instances and patterns is essential.

2. Indicators of Conduct Issues: Conduct-related concerns involve violations of work-

3. Examples of Performance Issues: Supervi-

place policies, unethical behavior, insubordi-

sors may encounter issues such as recurring

nation, harassment, or any actions contrary

errors, failure to meet productivity targets, or

to the established standards of conduct

insufficient output. These concerns directly

within the organization.

relate to the employee's ability to perform their job duties effectively.

3. Examples of Conduct Issues: Examples may range from inappropriate behavior, dishon-

4. Corrective Measures: Performance im-

esty, workplace harassment, to violation of

provement plans, additional training, or men-

established policies. These issues pertain to

torship are common corrective measures,

how an employee conducts themselves with-

or, in more severe cases, termination. The

in the professional environment.

emphasis is on supporting the employee in developing the skills needed to meet perfor-

4. Corrective Measures: Corrective measures

19

mance expectations.

VISN 6 Supervisory Workplace

Section 3: The Disciplinary Action Process

20

VISN 6 Supervisory Workplace

Navigating Disciplinary Actions Understanding the Progressive Discipline Process

3. Reprimand: A reprimand is a formal and documented corrective action that goes into the employee's official record. It is issued in

Disciplinary actions within the VISN 6 framework

response to more serious violations or per-

are crucial tools for maintaining a harmonious and

sistent behavioral issues. Unlike an admon-

accountable work environment. For Supervisory

ishment, a reprimand is not easily expunged

and Managerial staff, understanding the nuances

from the record and serves as a lasting indi-

of various disciplinary measures is vital. This sec-

cation of the need for improvement.

tion aims to clarify the differences between written counseling, admonishment, reprimand, lower

4. Low-Level Suspension (1-14 Days): Suspen-

level suspension (1-14 days), and adverse action.

sions of 1-14 days represent a more severe

Types of Corrective Actions 1. Written Counseling: Written counseling is an informal and typically undocumented process aimed at addressing minor issues or concerns. It involves a written discussion between the supervisor and the employee to provide guidance and encourage corrective action. While not officially recorded, written counseling serves as a valuable tool for early intervention and resolution.

2. Admonishment: An admonishment is a step above written counseling and is documented in the employee's record for up to two years.

However, at the supervisor's discretion, it can be removed in six months. Admonishments are more formal than counseling and involve a clear expression of concern regarding the

form of disciplinary action. They are used when the employee's actions demand a substantial response but do not warrant removal from their position. The duration of the suspension varies based on the severity of the infraction. Low-level suspensions provide a structured break for the employee to reflect on and rectify their behavior while avoiding termination.

5. Adverse Action (Suspension 15 Days or More, Up to Removal): Adverse actions are the most severe disciplinary measures short of termination. They encompass suspensions of 15 days or more, and in extreme cases, removal from the position. Adverse actions follow a formal process, including written notices, opportunities for the employee to respond, and reviews by higher authorities.

employee's behavior or performance. They are reserved for situations where a more significant response is warranted but termination is not yet on the table.

21

VISN 6 Supervisory Workplace

The Corrective Action Process Corrective Action Process for VA Supervisors and Managers

submission of documentation are critical for a swift resolution.

Corrective actions within the Department of Vet-

5. Document the Process: Maintain compre-

erans Affairs (VA) are essential for maintaining a

hensive documentation of the corrective

disciplined and accountable workforce. Supervi-

action process, including notices, responses,

sors and managers must follow a structured pro-

and any supporting evidence. Proper docu-

cess to address employee misconduct or perfor-

mentation is crucial for accountability and

mance issues. This guide outlines the key steps

future reference.

in the corrective action process and emphasizes the importance of matching the infraction to the appropriate level of corrective action.

6. Review and Approval: Depending on the corrective action level, seek the necessary reviews and approvals, ensuring compliance

1. Identify the Infraction: Clearly identify the

with VA regulations.

nature and severity of the employee's infraction, whether it be misconduct or perfor-

Supervisory and Managerial staff in VISN 6 play

mance-related

a critical role in maintaining a professional and accountable workforce. Understanding the

2. Determine Corrective Action Level: Re-

distinctions between written counseling, admon-

fer to the VA Table of Penalties Directive to

ishment, reprimand, low-level suspension, and

assess the appropriate corrective action level

adverse action is key to ensuring that disciplinary

based on the severity of the infraction.

measures are applied fairly and appropriately.

These measures aim not only to correct behavior

3. Choose Corrective Action Type Select the

but also to foster a culture of accountability and

most suitable corrective action type from a

continuous improvement within the organiza-

range of options, including written counsel-

tion.

ing, admonishment, reprimand, low-level suspension (1-14 days), or adverse action..

4. Contact ELR Division: To address workplace issues, start by submitting a formal request for action to HR Alert with comprehensive documentation. Then, meet with your assigned ELR Specialist to discuss specific concerns and collaboratively set a course of action. Open communication and timely

22

VISN 6 Supervisory Workplace

Addressing Unauthorized Absence Unauthorized Absence (UA) or Absence Without

•

Violation of Sick Leave Restrictions: In-

Leave (AWOL) is a serious concern in the work-

stances of violating sick leave restrictions can

place. This step-by-step guide is designed to assist

be grounds for disciplinary action.

you in handling situations where employees are absent without proper authorization.

•

employee violates the terms of an abeyance

1. Identify Unauthorized Absence Elements •

Absent from Duty: Confirm that the employee was indeed absent from their assigned

agreement, appropriate action should be taken.

•

Lack of Authorization: Ensure that the absence was either not authorized or a request

leave policies.

•

failure to report to work, or failing to request leave should be addressed.

Exclude Holidays: Do not include recognized holidays in the AWOL calculation.

•

•

should be taken for the actual date of absence, along with charges related to submitting false medical documentation.

Lack of Medical Documentation: If the absence lacks proper medical documentation, disciplinary action may be warranted.

3. Follow Corrective Action Procedures

FMLA Documentation Failure: Disciplinary

•

measures may be taken if an employee fails

ness must notify the authorized person as

and Medical Leave Act (FMLA).

No Incapacitation Shown: If medical documentation does not demonstrate that the employee was incapacitated for duty, it may be considered a violation.

23

Notification of Absence: As per VA Handbook 5011, an employee absent due to sick-

to properly document a request for Family

•

Fraudulent Doctor’s Note: If a doctor's note is found to be fraudulent, disciplinary action

2. Determine Disciplinary Action Instances •

Tardiness, Failure to Come to Work, Others: Instances such as chronic tardiness,

for leave was properly denied.

•

Abuse of Leave: Disciplinary measures may be necessary for cases involving the abuse of

duties.

•

Abeyance Agreement Violation: If the

early as possible on the first day of absence.

•

Violation Documentation: Clearly document each violation separately, specifying the dates and circumstances of each AWOL instance.

VISN 6 Supervisory Workplace

Sick Leave Counseling Addressing Sick Leave Abuse Addressing sick leave abuse with an employee is a delicate process that should be han-

•

Scheduling meeting to issue employee Sick Leave Counseling Memo

4. Employee Meeting Discussion:

dled with sensitivity, while ensuring compliance with organization policies and the law.

•

employee that their leave record has been

Here's a step-by-step guide to assist you:

reviewed, highlighting their use of sick leave,

Step-by-Step Guide for Issuing Sick Leave Counseling: 1. Gather Information: Start by collecting information about the employee's sick leave usage. Review attendance records, including the dates of absence and reasons provided

Notification of Leave Review: Inform the

annual leave, or leave without pay.

•

Express Concerns and Operational Impact: Show concern for the employee's health while emphasizing the negative impact of their absence on operations.

•

Address Sick Leave Abuse Indication: Acknowledge potential leave abuse and ad-

•

Consult the VA sick leave policy, attendance policy, and any relevant employment agreements to understand the guidelines and procedures in place.

dress proactively.

•

Potential Requirement for Medical Documentation: Inform the employee that, due to concerns about sick leave abuse, it

2. Consult with Employee and Labor Relations (ELR) Specialist:

may become necessary to request medical documentation for future absences related to personnel illness, medical appointments,

• • • • •

Present concerns and information to ELR Specialist Collaborate with them to create a draft sick leave counseling memo.

Finalize memo with ELR Specialist.

3. Prepare for and Schedule Meetingwith Employee:

or care for an immediate family member.

•

Reference Employee Assistance Program (EAP): If an absence is due to personal issues, employees can access the EAP.

•

Emphasize Agreement Compliance: It is important to review the bargaining unit agreement(s) to ensure compliance with specific

•

24

Review counseling memo and supporting documentation.

provisions.

VISN 6 Supervisory Workplace

Sick Leave Certification Prior to issuing a Sick Leave Certification, follow steps 1-3 to provide sick leave counseling to the employee. Contact your ELR Specialist for assistance.

Step-by-Step Guide for Issuing Sick Leave Certification: 1. Review of Attendance and Leave Record: Begin by informing the employee that their attendance and leave record since the issuance of the sick leave counseling letter has been thoroughly reviewed.

2. Highlight Continued Abusive Usage: Clearly state that the review reflects a continued pattern of abusive sick leave usage, emphasizing the need for corrective action.

3. Requirement for Physician’s Certification: Upon receiving the notice, the employee must provide a physician's certification before taking sick leave or any other leave that substitutes for sick leave.

4. Requirement for Physician’s Certification: Upon receiving the notice, the employee must provide a physician's certification before taking sick leave or any other leave that substitutes for sick leave.

25

5. Submission Deadline and Consequences: Communicate a deadline for the submission of the medical certification, typically no later than 15 calendar days after the employee's return to duty. Clearly state that absent this certification, the employee will be charged absent without approved leave (AWOL), and disciplinary action may be recommended if the appropriate medical certification is not provided.

6. Submission Deadline and Consequences: Specify that the requirement for medical certification will be reviewed no later than six (6) months from the date of the notice. Notify the employee that they will receive written notification at that time regarding whether the requirement will continue or be rescinded.

Note: Annual leave does not substitute sick leave when an employee is required for work due to staffing and workload needs. Leave without pay is not mandatory unless it meets the requirements of FMLA or is requested by a disabled veteran. In such cases, the employee won't receive a sick leave counseling letter for non-abusive leave usage.

VISN 6 Supervisory Workplace

Addressing Excessive Absence Excessive absence can pose challenges in main-

•

Exclusion of Specific Leaves: Exclude Family

taining workplace productivity. This step-by-step

and Medical Leave Act (FMLA), family care, or

guide you in addressing situations where employ-

military leave when determining the amount

ees have been excessively absent due to compel-

of leave taken.

ling reasons beyond their control.

1. Identify Elements of Excessive Absence Charge •

Beyond Employee's Control: Confirm that the employee's absence was for compelling

•

serving a "Cook" warning letter is a prerequisite for this charge.

•

tions where the employee has been absent

agency approval or disapproval immaterial.

Continued Absences Beyond Reasonable Time: Ensure that the absences continued beyond a reasonable timeframe.

•

for extended blocks of time.

3. Presumption and Requirements •

sons for the employee's absence.

employee was warned of potential adverse regular, full-time (or part-time, if applicable)

•

time is needed to support this charge, with time stopping when the proposal letter is

Position Needs to be Filled: Confirm that

issued.

the position needed to be filled by an employee available for duty on a regular, fulltime (or part-time, if applicable) basis.

2. Consideration and Exclusions •

Minimum Absence Requirement: Clarify that a minimum of 25% of available work

basis.

•

Presumption of Agency Awareness: Presume that the agency is aware of the rea-

Warning Issued to Employee: Verify that the action unless they became available on a

Suitability for Extended Absences: Recognize that this charge is best suited for situa-

reasons beyond their control, rendering

•

Cook Warning Letter: Acknowledge that

•

Unusual Circumstances Requirement: Establish that the employee was unable to report for duty due to "unusual circumstances," such as continuing effects of illness or injury.

Non-Disciplinary Charge: Emphasize that this charge is non-disciplinary and is based only on approved absences (not Absence Without Leave - AWOL).

26

VISN 6 Supervisory Workplace

Addressing Excessive Absence 4. Certification and Detailed Explanation

5. Calculating Absence Percentage •

•

Formula for Full-Time Worker: Utilize the

Sick Leave Certification: According to 5

formula - Total absences (Annual Leave + Sick

C.F.R. 630.403, the agency may require sick

Leave + LWOP) divided by 2,000 hours (total

leave certification or other acceptable evi-

possible work hours in a calendar year).

dence for absences exceeding three days.

By following this guide, supervisors and manag•

Detailed Explanation Requirement: The

ers can systematically address excessive absence

agency is entitled to demand a "detailed

charges, ensuring fairness and compliance with

explanation" rather than a "summary conclu-

relevant regulations. It is crucial to consider the

sion" for the reason behind the absences.

specifics of each case and adhere to agency policies for a consistent and lawful approach.

27

VISN 6 Supervisory Workplace

Inability to Maintain a Regular Work Schedule Maintaining a regular work schedule is essential

tions where an employee's excessive absenc-

for organizational efficiency. This will assist you

es essentially create a new work schedule.

in addressing situations where employees exhibit an inability to maintain a regular work schedule due to sporadic, medically documented absences.

1. Identify Elements of Inability to Maintain a Regular Work Schedule •

3. Follow Corrective Action Procedures •

book 5011, an employee absent due to sickness must notify the authorized person as

Sporadic Absences for Medical Reasons:

early as possible on the first day of absence.

Confirm that the employee is absent from the workplace on a sporadic basis for medically documented reasons.

•

•

the dates and circumstances of each AWOL instance.

Time: Ensure that the absences continue

•

Position Requires Regular Duty: Confirm that the position needs to be filled by an employee available for duty on a regular basis.

•

4. Follow Corrective Action Procedures •

sences have continued beyond a reasonable timeframe

agency issued a written warning to the emtaken unless the employee becomes available on a regular basis.

2. Considerations and Exclusions •

5. Determining Regular Duty Requirement •

the availability of an employee for duty on a regular basis.

phasize that this charge is based on sporadic one-year period for medically documented reasons.

•

Applicability to New Schedule Creation:

Position Requires Regular Duty: EVerify that the position in question necessitates

Absences Over 25-30% in One Year: Emabsences accounting for over 25-30% in a

Continued Absences Beyond Reasonable Time: Evaluate whether the employee's ab-

Written Warning Issued: Verify that the ployee, stating that adverse action could be

Violation Documentation: Clearly document each violation separately, specifying

Continued Absences Beyond Reasonable beyond a reasonable timeframe.

Notification of Absence: As per VA Hand-

6. Considering Employee's Response •

Employee's Efforts to Improve

•

Reasonable Accommodation Request

Highlight that this charge can apply to situa-

28

VISN 6 Supervisory Workplace

Medical Inability to Perform the Duties Addressing medical inability to perform the duties

fy the essential functions of the employee's

of a position requires a comprehensive and em-

position..

pathetic approach. This guide is designed to you in navigating situations where employees are un-

•

Medical Documentation: Acquire medical

able to fulfill their job responsibilities due to med-

documentation proving that the employee

ical conditions.

cannot perform the essential functions of the

1. Identify Elements of Medical Inability to Perform the Duties •

Employee's Medical Condition: Confirm that the employee has a medical condition.

•

job.

3. Reasonable Accommodation Assessment •

tion: ADetermine if there is a reasonable

Observed Deficiencies in Performance

accommodation that will allow the employee

or Conduct: Establish if there are observed

to perform the essential job functions.

deficiencies in the employee's performance or conduct.

•

Nexus Between Medical Condition and Deficiencies: Determine whether there is a clear nexus between the medical condition

4. Consideration of Available Positions •

the same or lower grade level for which the employee qualifies and in which they may be

Medical Condition is Disqualifying: Alterna-

accommodated.

tively, confirm that the employee has a medical condition that, in itself, is disqualifying,

•

and its recurrence cannot be ruled out.

5. Communication and Documentation

Recurrence Poses Substantial Harm:

•

Ensure that the duties of the position are

about their medical condition and limitations.

tion would pose a reasonable probability of substantial harm.

2. Evaluation of Employee's Ability to Perform Essential Functions

29

Essential Functions of the Position: Identi-

Open Dialogue with the Employee: Engage in open communication with the employee

such that a recurrence of the medical condi-

•

Availability of Other Positions: Confirm if there are other open, funded positions at

and the observed deficiencies.

•

Exploration of Reasonable Accommoda-

•

Document Every Step: Maintain comprehensive documentation of the entire process, including medical documentation, discussions with the employee, and assessments of reasonable accommodation possibilities.

VISN 6 Supervisory Workplace

Section 4: Fact Finding and Investigation

30

VISN 6 Supervisory Workplace

Facting - Finding 101 When an employee makes an informal or formal

o Schedule change

complaint, it is the responsibility of the Agency

o Employee detail

to take immediate steps to assess the complaint, stop the alleged conflict, protect involved parties

The severity of the issue and the type of com-

and investigate the matter. Workplace investi-

plaint determine the investigation procedure to

gations determine not only what happened, but

be implemented. For example, formal investi-

assess employee credibility. When conducting in-

gations are required for Hostile Workplace and

vestigations it is important to keep in mind that

Sexual Harassment complaints.

each situation you encounter will be different. The following steps will assist you with the investiga-

3. Investigation Plan

tion:

1. Acknowledge Complaint When an employee files a complaint, it is crucial

It is important to develop a fact finding investigation plan. A complete plan should include: •

to acknowledge the receipt of the complaint.

Thank the employee for reporting the issue and

Selection of the appropriate fact finder(s) (investigator)

•

An outline of the issue: Determine the

let them know that their concern is being taken

scope of the investigation early: identify the

seriously. This can be done through email or a

parameters of the complaint

memo. By acknowledging the complaint, you are

•

Development of a witness list: Witnesses

showing the employee that you care and will take

that are entitled to Union representation

necessary steps to resolve the matter.

must be provided with the opportunity to

2. Assess the Issue

have them present during questioning •

Sources for information and evidence

•

Interview questions: Questions targeted to

It is important to thoroughly review the details of

elicit crucial information and details from

the issue to determine if any potential violations

interviewees

have occurred. If you suspect a violation, consult

•

Reports of contact, emails, supervisory notes

with a specialist to discuss appropriate recourse.

Consider the following points: •

Should we do an informal (fact finding) or (management inquiry) formal investigation?

•

What policies, laws, or regulations may have been violated?

•

4. Conducting Interviews

Do we need to provide interim protection?

It is crucial for fact finders to maintain impartiality and objectivity when gathering and considering relevant facts. The following guidelines can assist in achieving impartiality:

o No contact order

31

VISN 6 Supervisory Workplace

Facting - Finding 101

•

Notify the interviewee why they are being

•

Identification of factual conflicts and

interviewed before questioning

•

determinations of credibility

•

Conduct the interview in a private setting

•

Recommendations: Emphasize any remedial

•

Never offer your opinion or say anything to

•

action to be taken:

•

interviewees that will discredit your impar-

o Administrative Discipline

tiality

o Mediation

Take the same approach when conducting

o Employee Training (Ex. TMS)

each interview • •

If working as a team, identify the role of the-

The investigators will share a copy of the report

note taker and the questioner up front

and evidence file with the respective ELT mem-

Seek opportunities to obtain more evidence

ber. The ER/LR specialist will prepare a close-out

(Ex.names of other potential witnesses)

memo for the ELT member to inform the employee that the investigation has been officially

5. Investigative Report:

closed.

The investigator(s) will compose a report to determine if the complaint is substantiated, unsubstantiated, or if it remains inconclusive. The investigative report will include: •

Summary of the events that transpired

•

Analysis of the information and evidence gathered

32

VISN 6 Supervisory Workplace

Section 5: Other Supervisory Tasks

33

VISN 6 Supervisory Workplace

Changes in Working Conditions Communicating changes in working conditions is

quired by 5 USC 7113(b). Cite National Guard

crucial to ensure transparency and maintain pos-

Bureau, 57 FLRA 240 (FLRA 2001).

itive labor relations. Clear communication fosters

5. Maintain Open Communication: Estab-

understanding among employees, mitigates po-

lish open communication channels with

tential misunderstandings, and promotes collab-

the union, providing clear details about the

orative problem-solving, fostering a harmonious

proposed changes and their potential impact

work environment.

on employees.

Step-by-Step Guide for Notifying the Union of Changes in Working Conditions 1. Identify Proposed Changes: Clearly identify the proposed changes in working conditions that fall under the exercise of management rights.

2. Determine Impact: Assess whether the proposed changes have more than a "de minimis" impact on unit employees' conditions of employment. Ensure compliance with the FLRA's reinstated "de minimis" test.

3. Invoke Obligation to Notify: Recognize the agency's obligation to notify the union when proposing changes that impact employees' conditions of employment. Refer to relevant legal provisions, including 5 USC 7113(b) and FLRA decisions such as General Services Administration, 62 FLRA 341 (FLRA 2008).

4. Notification to Union with National Consultation Rights: If the proposed changes involve substantive alterations, inform the union with national consultation rights as re-

34

6. Assess Significant Increase in Workload: Recognize that a significant increase in employee workload alone may not automatically trigger a change in conditions of employment. Refer to FLRA decisions such as Internal Revenue Service, 66 FLRA 577 (FLRA 2012).

7. Differentiate "Working Conditions" and "Conditions of Employment: IUnderstand the distinction between "working conditions" and "conditions of employment." Acknowledge that changes in conditions of employment must result from an agency-initiated change in policy, practice, or procedure.

Reference Department of Homeland Security, 70 FLRA 501 (FLRA 2018).

8. Evaluate Bargaining Obligations: Evaluate whether the proposed changes fall under Section 7106(b)(1) matters and are negotiable only at the agency's election. If the changes constitute appropriate arrangements under Section 7106(b)(3), recognize the agency's obligation to bargain. Consider National Weather Service, 61 FLRA 241 (FLRA 2005).

VISN 6 Supervisory Workplace

Changes in Working Conditions 9. Permissive Subjects of Bargaining:

Summary

Recognize that the methods/means of performing work are permissive subject

It is mandatory for federal agencies to inform

of bargaining. If an agreement is reached

unions about significant changes in employment

on such matters, be aware that agency

conditions. Proposals related to Section 7106(b)

head approval is required, provided it

(1) matters can be negotiated at the discretion of

aligns with applicable laws, rules, and

the parties involved. The methods and means of

regulations. Refer to Department of

performing work are subject to bargaining.

Defense, 70 FLRA 968 (FLRA 2018).

It is important to communicate effectively about 10. Document Proposal Rationale: Clearly

changes in working conditions to create a posi-

document the rationale behind the

tive and cohesive work atmosphere. Transparent

proposed changes, including the impact

communication ensures that employees are

on operational efficiency or other

well-informed about changes that may affect

legitimate managerial concerns.

their daily routines and responsibilities, reducing uncertainty and anxiety. It is equally essential to

11. Initiate Bargaining at Union's Request:

follow established protocols during these tran-

Be prepared to initiate bargaining at the

sitions, as it promotes fairness and provides a

union's request over procedures and

structured framework for addressing any con-

arrangements related to the proposed

cerns or queries that may arise. By adhering to

changes.

established procedures, organizations can facilitate a smoother transition, minimize disruptions,

12. Legal Compliance and Flexibility: Ensure that the proposed changes

and improve overall employee satisfaction and engagement.

comply with applicable legal requirements and allow flexibility for negotiations with the union to address concerns and reach mutually agreeable solutions.

13. Consider Precedents and Case Law: Consider relevant case law and precedents when formulating notifications, keeping abreast of changes in FLRA decisions that may impact bargaining obligations.

35

VISN 6 Supervisory Workplace

Reasonable Accommodation Process The Reasonable Accommodation (RA) process is

•

Recurring Accommodations: Once approved

a vital aspect of fostering an inclusive and sup-

for a recurring RA, avoid requiring repetitive

portive work environment. As a Decision Making

requests for the same accommodation.

Official (DMO), your role is crucial in ensuring that employees with disabilities have access to effec-

3. RA Process for DMOs

tive accommodations. Here's a step-by-step guide to navigate the RA process in accordance with the

•

outlined procedures.

Step-by-Step Guide for Notifying the Union of Changes in Working Conditions

Initiation: The process begins when an employee, applicant, or third-party representative requests an RA.

•

Request Format: Requests for RA can be made orally or in writing. The employee doesn't need a specific accommodation in

1. Understand the DMO Role

mind.

•

•

Decision Timeline: The DMO is responsible

The DMO is the Decision Making Official,

for the final determination, communicated

typically the first-line supervisor, empowered

in writing to the employee.es in conditions of

to choose effective accommodations.

employment must result from an agency-initiated change in policy, practice, or proce-

2. Key Points for DMOs

dure. Reference Department of Homeland Security, 70 FLRA 501 (FLRA 2018).

•

Interactive Process: RA is an interactive process. Regular communication with the em-

4. Confirmation and Documentation

ployee throughout the process is essential.

• •

•

Employee Confirmation: Confirm with the

Temporary Accommodations: DMOs can

applicant or employee that they indeed want

grant temporary accommodations based on

an RA before considering third-party re-

the employee's requested timeframe.

quests.

Submission Entities: VA employees can

•

Acknowledgment Form: Upon receiving a

submit requests directly to the immediate

request, complete VA Form 0857b, "Acknowl-

supervisor, RAC, a management official, or

edgement of Receipt of Request."

another designated individual.

• •

36

Documentation Submission: Forward both

Medical Documentation: Medical documen-

the "Request for a Reasonable Accommo-

tation should be submitted only to the RAC.

dation" and "Confirmation of a Reasonable

DMOs should not request specific medical

Accommodation Request" forms to the RAC

information.

within three business days.

VISN 6 Supervisory Workplace

Reasonable Accommodation Process

5. Immediate Action By following these steps, DMOs can facilitate a •

Responsiveness: Act immediately on an em-

transparent, efficient, and legally compliant RA

ployee's RA request, whether made orally or

process, ensuring a workplace that accommo-

in writing.

dates the diverse needs of its employees.

6. Further Guidance •

Responsiveness: Refer to the attached handbook

(Handbook_5975_1_18_Apr_2022.pdf)

for additional guidance on the RA process.

37

VISN 6 Supervisory Workplace

38

VISN 6 Supervisory Workplace