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Corrective Actions

The University of Wyoming has expectations that all university employees will follow all established rules and policies for their department, University, and Trustees. 

To speak with Human Resources regarding questions about corrective actions or implementing corrective actions, please contact Renee Ballard at or 307-766-2438.

Cause for Corrective Actions

Employee Handbook states the following regarding causes for corrective action:

All employees are expected to carry out their duties honestly, in good faith, and with diligent care. Cause for corrective action shall include, but is not limited to: poor work performance; dishonesty; working while under the influence of alcohol or other controlled substances used illegally; theft; fraud; absenteeism; damage or unauthorized use of State or University property; refusal to work; harassment; carelessness; assault; insubordination; failure to observe safety rules; discourteous treatment of other employees, students, or the public; neglect of duty; violations of state or federal law, University rules, UW Regulations and Policies or department expectation. 

Human Resources must be consulted prior to implementing any warning, reprimand or disciplinary action. 

The University corrective action process may include, but is not limited to, a warning, a reprimand, or a performance improvement plan.

Verbal Warning

  • a warning may be given by a supervisor or an appointing authroity when an employee's work performance is substandard or an employee's behavior is problematic. 
  • supervisors are not required to contact Human Resources to give a verbal warning.  
  • Human Resources recommends that a supervisor document when warnings are given to their employees. 
  • this documentation can be shared with Human Resources at the time of the reprimand or provided later should problems continue.

Written Warning

  • a reprimand may be given by a supervisor with approval from the appropriate Appointing Authority. 
  • the supervisor should consult with both their appointing authroity and Human Resources prior to issuing a reprimand.
  •  after an initial consultation the supervisor will work with HR to draft a reprimand.
    • a reprimand should include reasons for the action begin taken
  • the supervisor will meet with the employee and provide them the final draft of the written reprimand
  • the employee may meet with the appropriate Appointing Authority to discuss the reprimand within three working days of the date of the reprimand
  • if the corrective action is not reveresed by the appointing authroity after meeting with the employee, the employee may provide a written repsone to the reprimand.  This response must be given to Human Resources within 10 working days of the date of the reprimand
  • copies of the reprimand and the employee's written reply will be placed in the employee's personnel file and a copied will be saved within HCM
  • continued behavioral issues or poor work performance may lead to additional corrective action, up to and including termination

Performance Improvement Plan

  • a supervisor may prepare a written Performance Improvement Plan (PIP) in consultation with the appropriate appointing authority and Human Resources
  • PIPs are utilized to address substandard work performance
  • Pips should state
    • the specific work performance issues being addressed
    • the period of time for which the plan is in place
    • the required expectations that need to be met during and after the PIP
  • an employees inability to meet the required expectations of the plan may lead to additional corrective action, up to and including termination



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