| Policy | Coaching, Counseling, and Corrective Action |
| Department | Human Resources |
| Last Updated | June 2021 |
Policy
The company's progressive discipline policy and procedures provide a structured corrective action process to avoid an incident of unwanted employee conduct and performance issues.
Below are the steps in the company’s progressive discipline policy and procedure. Based on the facts of each situation and the nature of the offense, the company reserves the right to combine or skip steps. Some of the factors that will be considered are whether the employee performs well or has recurring behavior issues despite counseling, training, or coaching; and whether the issues have an impact on the company.
This policy does not provide for any contractual obligations regarding discipline or counseling, nor should anything in this policy be read or interpreted to modify or alter the at-will employment relationship between the company and its employees.
Procedure
Step 1: Record of Discussion, Counseling, and/or Verbal Warning
Any performance, conduct, or attendance problems should be brought to the immediate supervisor's attention. It is the supervisor's responsibility to explain to the employee the nature of the problem or violation of company policies and procedures. Employees must be clearly informed of expectations and the steps they must take to improve their performance or resolve any problems.
The supervisor will prepare the written documentation of the verbal counseling. This document will be signed by the employee to indicate that they understand the issues and the corrective action.
Step 2: Written Warning
The written warning provides more formal documentation of the performance, conduct or attendance issues and consequences.
The immediate supervisor and the General Manager will meet with the employee to discuss any additional incidents or information about their performance, conduct, or attendance as well as prior relevant corrective action plans. Management will describe the consequences if an employee continues not to meet performance or conduct expectations.
The employee will be issued a formal performance improvement plan (PIP) requiring immediate and sustained corrective action. The written warning can also include a statement that if immediate and sustained corrective action is not taken, the employee may be subject to additional discipline, including termination.
Step 3: Suspension and Final Written Warning
Some performance, conduct, or safety incidents are problematic and harmful enough to warrant the temporary removal of the employee from the workplace. An immediate supervisor may suspend an employee pending the results of an investigation if immediate action is necessary to ensure the safety of the employee or others.
Suspension recommendations that follow the progressive discipline policy and procedures should be approved by the General Manager and the Human Resource Manager.
Employees may be suspended without pay according to state and federal laws enforcing wage and hour employment. Non-Exempt/hourly employees cannot utilize sick days or substitute sick days for unpaid suspension. In accordance with the Fair Labor Standards Act (FLSA), suspension of salaried or exempt employees without pay is reserved for serious workplace safety or misconduct issues.
An investigation of the incident or infraction may absolve the employee of any misconduct.
Step 4: Recommendation for termination of employment
A termination recommendation is the final and most severe step in the progressive discipline process. Generally, The Company will seek to exercise the progressive nature of this policy by offering first warnings, issuing a final written warning, or suspending the employee from the workplace before recommending termination. However, The Company reserves the right to skip steps or combine steps depending on the circumstances in each case and the nature of the offense. Additionally, termination may occur without prior notice or disciplinary action.
Human Resources must approve management’s recommendation to terminate employment, and final approval from the owners may be required.
Appeals Process
Employees will have an opportunity to submit information to dispute disciplinary action taken by management. The purpose of this process is to give employees insight into extenuating circumstances that may have contributed to their poor performance or conduct while providing a fair resolution.
If the employee fails to provide this information during a step meeting, they will have five business days to provide the information after that meeting. A written letter from the employee must be sent to the Human Resource Manager and the General Manager.
Performance and Conduct Issues Not Subject to Progressive Discipline
Behaviors that violate the law may result in immediate termination without progressive discipline. Such behavior may be brought to the attention of local law enforcement.
Furthermore, theft, substance abuse, intoxication, fighting, and other acts of violence at work are also excluded from progressive discipline and may result immediately in termination.
Documentation
Employees will be provided copies of all documentation for progressive discipline. Employees will be asked to sign copies of these documents attesting to their receipt and understanding of any corrective actions laid out in the documents.
Copies of these documents will be retained in the employee’s personnel file.
Record of Disciplinary Action
This form should be used if there is a verbal, written, suspension, or termination at all times. Once it has been completed by all parties involved it should be placed in the employee's personnel file.
Disciplinary Action (opens in a new tab, please make a copy because EVERYONE will have access to YOUR write up)
Performance Improvement Plan (PIP)
This letter is a template to be used when a PIP is necessary to execute with the employee.
PIP template (opens in a new tab, please make a copy because EVERYONE will have access to YOUR write up )
Documentation
It's imperative that everything is documented correctly. This will be an effective way to make sure we are staying on track to implementing corrective measures, documenting any violations or required documents that may be required in legal proceedings.
| Policy | Documenting Employee Performance Issues |
| Department | Human Resources |
| Last Updated | March 2021 |
Policy
The purpose of documenting employee performance issues is to clearly outline what steps we are required to take to help employees be successful in their position.
Procedure
Good documentation demonstrates to employees that they are treated with respect and consistency. Some of the common mistakes include:
- Providing vague, unclear instructions on what the employee needs to do to improve their performance.
- Add insults or subjective comments.
- Provide little to no evidence to support discipline or termination decisions.
The following documenting process is effective for performance issues:
- Describe the expectations of the company. Clearly define what the job description or company policies require. Instead of just telling someone to "show up on time," be specific, "Your job begins at 8 a.m., at which time you should be at the front desk ready to greet clients."
- Identify a behavior or performance that must change (or that you would like to continue). Do not describe the individual especially if it is negative feedback, and keep the conversation focused solely on the misconduct. The best practice is to record specific dates to show when and where the unwanted behavior occurred. Keep your observations work-related. Describe how the worker’s behavior affects the job, and don’t forget to include positive comments.
- Provide an explanation for why expectations were not met, if possible. Having a fair discussion shows that the manager is trying to be fair and learn how to help the individual. A manager must not rush to judgment.
- Provide the employee with a detailed action plan to improve performance. This approach is more like coaching the employee to do better, where you instruct specific steps that the employee should take to improve and what you will do as support. Be realistic and concentrate on the key areas.
- Set realistic deadlines for improving behavior or performance. Be sure you follow up with the employee when the deadline approaches. What should be discussed during the follow-up:
- Record what happened
- Don’t forget to include the employee’s explanation
- Maybe a worker failed to meet the deadline because of circumstances beyond their control
- Document whether extra training is required or if there will be any disciplinary action
- If the behavior or poor performance continues, describe the repercussions.
- If repeated attempts to help the employee meet expectations have not been successful, or if serious policy violations have occurred, disciplinary action may be necessary.
- Describe the meeting in detail and provide written documentation to the employee (the employee is required to review and sign the document).
- In case of termination, documentation of meetings with the employee as well as efforts for additional training or coaching must be included in the termination letter.
- Be sure to summarize the reasons for termination as precisely as possible.
- Don't make vague statements that could elicit discrimination lawsuits.