Progressive Disciplinary Action Every employee has the duty and the responsibility to be aware of and abide by existing rules and policies. Employees also have the responsibility to perform their duties to the best of their ability and to the standards as outlined in their job description or as otherwise established. The Company supports the use of progressive discipline to address issues such as poor work performance or misconduct. Performance improvement may be suggested when Company management believes that an employee’s performance is less than satisfactory and can be resolved through adequate counseling. This does not supersede an employee’s “at-will” status. Outlined below are the steps of our progressive discipline policy and procedure. The Company reserves the right to combine or skip steps in this process depending on the facts of each situation and the nature of the offense. The level of disciplinary intervention may also vary. The employee’s supervisor/manager will work with Human Resources to determine the course of action best suited to the circumstances. Performance Improvement
2. Written Warning If the unacceptable performance or behavior continues or a supervisor considers the behavior or violation to be serious, a written warning will be used. Certain circumstances, such as violation of widely known policy or safety requirement, may justify a written warning without first using verbal counseling. A written warning defines the problem and addresses how it may be corrected. The seriousness of the problem is again emphasized, and the written warning will indicate termination may result if improvement is not observed. The employee will be requested to sign any written warning documentation and shall be allowed to respond with their written statement. If an employee refuses to sign a written counseling statement and/or provide a written response statement, the employee’s supervisor/manager will note such fact on the written warning statement. The employee may be asked to sign a refusal to sign documents indicating he/she has refused to sign a specified document/counseling statement. 3. Suspension A suspension without pay may be justified when circumstances reasonably require an investigation of a serious incident in which the employee was allegedly involved. A suspension may also be warranted when employee safety, welfare or morale may be adversely affected if a suspension is not immediately imposed. 4. Involuntary Termination Human Resources will prepare the termination paperwork. The employee will be notified of the termination by management. The following definitions and classification of violations for which disciplinary action may be taken are merely illustrative and are not limited to those examples listed below. A particular violation may be major or minor, depending on the surrounding facts or circumstances and as determined at the sole discretion of the Company. Disciplinary action infractions of the Company’s Attendance Policy and all categories of discipline under this policy.
The steps in performance improvement are as follows
1. Verbal Warning As the first step in correcting unacceptable performance or behavior, the supervisor/ manager will review pertinent job requirements with the employee to ensure their understanding of the requirements. The supervisor/manager will consider the severity of the problem surrounding the case. The seriousness of the performance or misconduct should be indicated by stating that further discipline will result if the problem is not resolved. The employee will be asked to review what has been discussed to ensure their understanding of the seriousness of the problem and the necessary corrective action. The supervisor/manager will then document the verbal warning for future reference immediately following the review and forward such documentation to Human Resources.
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