FRISK™ Manual - FRISK™ Documentation Model

Sep 15, 2026

Uploaded by Stanley

FRISK™ Documentation Model and practical guidelines support public-sector evaluators in documenting unsatisfactory employee performance and misconduct through an assertive, communication-focused framework. The model organizes communication into the FRISK™ language—Facts, Rule/Authority, Impact, Suggestions/Directives, and Knowledge—so employees receive open, honest, and precise direction for change within an accountable and considerate relationship. It also outlines progressive discipline principles and consecutive correction communications, including counsel, warnings, and disciplinary letters, with attention to union representation requirements.

LanguageEnglish

CategoryGeneral

FormatPDF

Pages11

Reading Time4 min

AccessFree to download

FRISK™ Overview

FRISK™ Documentation Model Purpose

What FRISK™ Stands for

FRISK™ Components and Their Roles

Progressive Discipline Principles

Types of Corrective Communications

Differences Between Non-Disciplinary and Disciplinary Letters

FRISK™ MANUAL FRISK™ Overview FRISK™ Documentation Model, Practical Guidelines for Evaluators in Documenting Unsatisfactory Employee Performance is designed for public sector evaluators as a communication framework to help promote positive change in substandard employee performance or to correct misconduct. It uses the primary elements of just cause to form the basis of the FRISK™ components. The Model reviews each of these components and their specific application as part of an assertive communication skills strategy to promote change and develop a clear understanding of performance expectations. Emphasis is placed on open, honest, and precise information sharing to avoid misinterpretation and provide employees with clear direction for change within an accountable and considerate working relationship. What does FRISK™ stand for? FRISK™ is an acronym representing the universal components which should be included in any communication with employees involving performance problems or misconduct. These communication components represent the “FRISK™ Language.”Each of these components has a special purpose: F FACTS evidencing the employee’s unsatisfactory conduct. R RULE or authority violated by the employee’s behavior. I IMPACT of the employee’s unsatisfactory conduct on the workplace. S SUGGESTIONS to assist the employee in improving performance and directions as to the proper conduct the employee is expected to follow in the future. These directions are also referred to as Directives such as “Immediately you will…”. K KNOWLEDGE of the employee’s right to respond to corrective documentation placed in the personnel file. The FRISK™ Model focuses on each FRISK™ communication component and identifies basic guidelines and procedures necessary for their proper application in communicating, documenting, and correcting employee performance problems. It is a critical component in a progressive discipline model. There are three elements that must be considered: 1. The process will be positive. Emphasis is placed on the potential of employees to change/improve their behavior/performance rather than punitive measures. 2. The process will be corrective. Supervisors have a responsibility to assist employees in modifying their conduct. 3. The process will be progressive. By progressively increasing the severity of the communication and discipline imposed for persistent misconduct or failure to meet the established standard it is expected that employees will be given the necessary incentive to take corrective action. There are three consecutive types of communications used for correcting employee behavior/performance: a) Counsel; the supervisor will normally use informal operational guidance techniques for performance related issues as a first response, subject always of course, to the severity of the issue. If step (a) fails, the supervisor will proceed with step (b) and if that fails, step (c) . b) Warnings; either verbal or written, that are specifically not disciplinary can have no adverse affect on an employee’s employment. Meetings for this purpose do not require that supervisor request the mandatory attendance of a Union Representative, although an employee may still request a Union Representative in any case and such requests should be honored. When putting a written warning in an employee’s file it is characterized as a, “Letter of Direction”. The employee is given the letter and the Union Representative, supervising Dean, VP, and the President are copied as well. The tenor of the letter is constructive, not negative. Its purpose is to counsel and communicate, to identify or clarify expected behavior in performance of job duties. Letters of Direction do not make reference to further incidents being followed by further, possibly increased, discipline. Note: Since Letters of Direction are not disciplinary in nature there is no contractual obligation to remove these letters from a file. c) Discipline;

FAQs

What does the FRISK™ acronym include when communicating performance problems or misconduct?

FRISK™ includes Facts, Rule/authority violated, Impact on the workplace, Suggestions/Directives for future conduct, and Knowledge of the employee’s right to respond to corrective documentation.

How does the FRISK™ model support progressive discipline?

It emphasizes positive, corrective, and progressive steps by increasing the seriousness of communication and discipline for persistent misconduct or failure to meet standards, encouraging employees to take corrective action.

What are the three consecutive types of communications used to correct employee behavior or performance?

The model uses counsel, warnings, and discipline. Counsel is typically informal first, warnings may be verbal or written and non-disciplinary, and discipline requires mandatory union representation from the point the employer believes discipline may be required.

Sep 15, 2026

Uploaded by Stanley

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