Early recognition and intervention of employees
with behavioral problems that may be detrimental
to the employee and/or department shall be handled
in accordance with this directive.
A. An essential element of an effective
personnel management system is the early
identification of employees whose behavior
signals potential problems that may prove
detrimental to the employee or to the department.
B. The department shall offer appropriate
intervention when it is evident that behavioral,
medical, or other problems exist and are likely
to adversely affect an employee’s ability to
carry out duties in accordance with departmental
rules, regulations, directives, or practices.
C. The primary responsibility for notification
and monitoring of employee conduct under this policy
rests with the employee’s division-level commander.
Early recognition system: A procedure for reviewing
an employee’s behavioral patterns to alert supervisors
to the potential need for intervention.
Employee behavior review: A review and/or summary
of pertinent information concerning the employee’s conduct.
The goal of the employee early recognition system
is to keep an employee productive. Its purpose is
to identify employees who exhibit a pattern of
behavior that signals potential problems and to
establish a means of providing appropriate intervention.
A. The division-level commander shall identify
an employee for review under this early recognition
policy when the employee displays behavior that
signals potential problems, e.g., one or more of the following:
1. Four, numbered Professional Standards Office
(PSO) complaints against the employee within the
previous 12 months or two within the previous 6 months; and/or
2. In the previous 12 months, the employee had:
a. Two sustained, numbered PSO complaints;
b. Three performance deficiencies and/or citizen complaints;
c. An allegation of domestic violence
involving the employee as the perpetrator or victim;
d. Two incidents of use of deadly force;
e. Two incidents of use of a firearm outside of training;
f. Three cases of unjustified (unexplained
or unexcused) failure to appear in court;
g. Three collisions (avoidable or unavoidable)
in city/subsidized vehicles; and/or
h. Recurring absenteeism or tardiness.
B. Employees at all levels are encouraged to
report to their supervisors any information about
other employees whose behavior reflects any of the
elements listed in the early recognition guidelines
(see section IV A above).
C. When a supervisor within or outside the
employee’s chain of command identifies an employee
under the early recognition guidelines, the supervisor
shall notify the employee’s division-level commander.
D. See also Policy 3.27, WORKPLACE VIOLENCE.
A. When a division-level (or higher)
commander identifies an employee under the
early recognition guidelines, he or she shall notify the following:
1. The next higher level of command;
2. Any supervisors in the employee’s chain
of command whom the commander deems appropriate
(“appropriateness” is to be determined by strict
application of the “need to know” principle); and
3. The employee.
B. As a part of the notification process,
the division level commander shall meet with the employee to:
1. Explain the purpose and process of an employee behavior review;
2. Discuss the factors leading to the employee
behavior review, citing specific examples of
questionable/unacceptable behavior; and
3. Attempt to identify the causes of the conduct that led to the review.
This meeting is intended to be supportive and informative in nature, not punitive.
EMPLOYEE BEHAVIOR REVIEW
A. An employee behavior review will include
(but is not limited to) a report that contains
an analysis of the following:
1. Duty assignments during the period covered by the review;
2. All recorded complaints;
3. Disciplinary actions;
4. On-duty vehicular collisions. This category
may be expanded to include off-duty collisions if
any trend is suspected or the possibility of alcohol
or drug use comes into question;
5. Commendations, letters of appreciation, and awards;
6. Interviews with prior and present supervisors,
to include comments on the employee’s productivity
prior to and during the period covered by the review;
7. Review of special duty prior to and during the
period covered by the review;
8. Review of sick time usage; and
9. Review of overtime worked prior to and during
the period covered by the review.
B. This employee behavior review is intended to
be a detailed examination of the individual’s conduct
during the period covered by the review (that is, the
period during which the employee exhibited the behavior
that triggered the employee behavior review). While all
of the subject areas outlined in section VI A above must
be reviewed, the reviewer must include in the report all
information that may prove helpful in the overall evaluation.
C. The review will normally be conducted by the
captain (or second in command at a lower rank) of the
employee’s division-level element.
EVALUATION OF EMPLOYEE BEHAVIOR REVIEW REPORT
A. Following the completion of the employee
behavior review report, the commander will meet
with the bureau chief or deputy chief to review
the information and determine if there is a need
for some type of intervention. Options include:
1. Suggestions regarding a specific counseling
or therapy program (e.g., one of the established
Honolulu Police Department programs);
2. Training (e.g., firearms, driving, sensitivity,
or any other appropriate subject);
3. Reassignment; and
4. Request for a psychological fitness-for-duty examination.
NOTE: Intervention under the early recognition system
is not disciplinary in nature and should never be used
as a substitute for disciplinary action when disciplinary action is appropriate.
B. Following a decision about the appropriateness
of intervention, the commander will again meet with the
employee. The meeting may include any supervisor in the
employee’s chain of command whom the commander deems
appropriate. The purposes of the meeting are as follows:
1. To inform the employee of the results of the
employee behavior review and provide assistance;
2. If applicable, inform the employee of any suggested intervention;
3. Provide clarification and answer any questions
the employee may have regarding the behavior that prompted the review; and
4. Advise the employee of any departmental resources
available to assist him or her.
A. The division-level commander shall brief
the bureau or deputy chief on the outcome of the
meeting with the employee.
B. The commander shall prepare a written report
of his or her meeting with the employee and, where
applicable, the intervention to be taken.
The report shall be combined with the employee behavior
review report. A copy of all reports shall be forwarded
to and maintained by the Human Resources Division (HRD)
until destroyed in accordance with collective bargaining
agreement requirements. The HRD shall keep this material
separate from the employee personnel files.
C. The entire process (from identification to
documentation) should be completed within 45 calendar
days. The division-level commander shall ensure that
the process is completed and deadlines are met.
If intervention was recommended, the division-level
commander shall conduct a follow-up interview with
the subject employee after a period not to exceed
six months to ascertain whether the employee desires
ANNUAL REVIEW OF SYSTEM
An annual documented review of the employee early
recognition system shall be conducted to address
issues regarding the effectiveness of the system
and the need for changes to the system, policy,
or other related procedures. The review should be
conducted by the commanders of the HRD and PSO,
the police psychologist, and anyone else who is
assigned by the department.