Purpose:

The Company’s progressive discipline policy and procedure is designed to provide a structured corrective action process to improve and prevent a recurrence of undesirable behavior and/or performance issues. 

Outlined below are the steps of the Company’s progressive discipline policy and procedure. The Company reserves the right to combine or skip steps depending upon the facts and nature of each situation. The level of disciplinary intervention may also vary.  Some of the factors that will be considered depend upon whether the offense is repeated despite coaching, counseling and/or training, the employee’s work record, and the impact the conduct and performance issues have on our organization.

Procedure:

Step 1: Verbal Warning

Step 1 creates an opportunity for your Supervisor to schedule a meeting with you to bring attention to an existing performance, conduct or attendance issue. Your Supervisor should discuss the nature of the problem or violation of Company policies and procedures and outline expectations and steps you must take to improve performance or resolve the problem. 

Your Supervisor will prepare written documentation of a Step 1 meeting. You will be asked to sign this document to affirm your understanding of the issues and corrective action needed.

Step 2: Written Warning 

While it is hoped that the issues identified in Step 1 have been corrected, the Company recognizes that this may not always be the case. A written warning involves a more formal documentation of the performance, conduct or attendance issues and consequences. 

During Step 2, your Supervisor and/or another member of Management will meet with you and review any additional incidents or information about your performance, conduct or attendance issues as well as any prior relevant corrective action plans. Management should outline the consequences of your continued failure to meet performance and/or conduct expectations. A formal performance improvement plan (PIP) requiring the employee’s immediate and sustained corrective action should generally be issued. You will be asked to sign this document to affirm your understanding of the issues and corrective action needed.

Step 3: Recommendation for Termination of Employment 

The last and most serious step in the progressive discipline procedure is a recommendation to terminate employment. Generally, the Company will try to exercise the progressive nature of this policy by first providing warnings, final written warning and/or suspension from the workplace before proceeding to a recommendation to terminate employment. However, the Company reserves the right to combine and skip steps depending upon the circumstances of each situation and the nature of the offense. Furthermore, employees may be terminated without prior notice or disciplinary action. 

Nothing in this policy provides any contractual rights regarding employee discipline or counseling nor should anything in this policy be read or construed as modifying or altering the employment-at-will relationship between the Company and its employees.

Appeal Process 

You will have the opportunity to present information that may challenge information used to issue disciplinary action. The purpose of this process is to provide insight into extenuating circumstances that may have contributed to your performance and/or conduct issues while allowing for an equitable solution. 

If you do not present this information during any of the step meetings, you will have two business days after that meeting to present the information in writing.

Performance and Conduct Issues Not Subject to Progressive Discipline 

Behavior that is illegal is not subject to progressive discipline and may be reported to local law enforcement. Theft, intoxication at work, fighting, and other acts of violence and violation of the Company’s anti-discrimination and harassment policies are also not subject to progressive discipline and may be grounds for immediate termination. 

Documentation 

You may obtain copies of all progressive discipline documentation, including all performance improvement plans. You may be asked to sign copies of this documentation attesting to their receipt and understanding of the corrective action outlined in these documents. 

Copies of these documents will be placed in your official personnel file. 

Causes for Disciplinary Action and/or Immediate Dismissal 

The Company seeks to provide all employees with meaningful and rewarding work experiences. Therefore, the Company has established standards of personal conduct for the benefit of fellow employees and the Company. Certain situations and events occurring in the employment relationship require disciplinary action. The disciplinary actions below are set forth as non-exhaustive illustrations and do not obligate the Company to administer discipline on a progressive basis. The Company has the right to use any disciplinary measure that it, in its sole discretion, deems appropriate in light of the conduct involved. 

By way of illustration, violation of any of the following rules may result in disciplinary action, up to and including termination: 

  • Dishonesty. 
  • Falsification of employment records, employment information, or other records. 
  • Theft or unauthorized removal of Company property. 
  • The deliberate or careless damage of any Company property or the property of any employee. 
  • Threats of violence or actual violence. 
  • Unauthorized use of Company vehicles or equipment. 
  • Possessing, distributing, selling, transferring, using, or being under the influence of alcohol or illegal drugs in the workplace. 
  • Sleeping on the job. 
  • Unauthorized possession of weapons, firearms, explosives, or any other dangerous weapons, at any time, on premises owned, leased, or occupied by the Company. 
  • Conviction of a felony.
  • Embezzlement of assets of the Company or any third party. 
  • Committing a material act of common law fraud against the Company or any third party or any of their respective officers. 
  • Insubordination, including but not limited to failure to follow the directions or instructions of any member of management. 
  • Use of abusive, threatening or disruptive language toward or about any employee.
  • Failure to comply with the duties, responsibilities and expectations of the job.
  • Excessive unreported or unexcused absences or failure to notify the appropriate manager when unable to report to work. 
  • Actual or perceived conflicts of interest, including moonlighting.
  • Interference with any Company investigation.
  • Violation of any material policy of the Company, including the Company’s Equal Employment Opportunity and Unlawful Discrimination or Harassment policies 

Leaving the Company

Voluntary Termination 

To allow time to make proper arrangements in the work schedule and begin the process of recruitment, you are asked to give at least two weeks notice of resignation or retirement, in writing. 

Involuntary Termination 

Dismissals are always unpleasant and will not be treated lightly. Whenever possible and appropriate, you will be notified in advance of your termination date and informed of any benefits to which you may be entitled. Immediate dismissal may be warranted in certain cases. 

Exit Interviews 

Whenever possible, an Exit Interview will be conducted when leaving the Company. It is to your advantage to have this interview so that you may receive complete information on the benefits to which you may be entitled and what procedures are applicable upon leaving the Company. 

Return of Company Property 

By the last day of employment, you are required to return all Company property to your Supervisor. Company property includes all keys, equipment, tools, and any other materials that are owned or leased by the Company. You must deliver to the Company all documents and other tangible items containing proprietary information, including all copies of such documents or tangibles, immediately upon notice of termination of employment with the Company. 

Any questions regarding this policy should be directed to your Supervisor.