Employee Handbook

The Company expects employees to comply with the Company’s standards of behavior and performance and to correct any noncompliance with these standards.

Under normal circumstances, the Company endorses a policy of progressive discipline in which it attempts to provide employees with notice of deficiencies and an opportunity to improve. It does, however, retain the right to administer discipline in any manner it sees fit. This policy does not modify the status of employees as employees-at-will or in any way restrict the Company’s right to bypass the disciplinary procedures suggested.

Note: The following steps are suggested in the discipline procedure. All steps should be documented in the employee’s personnel file, without exception.

Step 1: Informal Discussion (Coaching/Training). When a performance problem is first identified, the nature of the problem and the action necessary to correct it should be thoroughly discussed with the employee. While this is a Coaching session, the manager should still submit a summary of these attempts in our payroll system.

Step 2: Counseling (Verbal Warning). If a private informal discussion with the employee has not resulted in corrective action, following a thorough investigation if applicable, the manager should meet with the employee and (a) review the problem, (b) permit the employee to present his or her views on the problem, (c) advise the employee that the problem must be corrected, (d) inform the employee that failure to correct the problem will result in further disciplinary action which may include discharge, and (e) issue a counseling notice to the employee.  It is important to get acknowledgement from the employee after submitting this warning in our payroll system.  

Step 3: Reprimand (Written Warning). If satisfactory performance and corrective action are not achieved under Steps 1 and 2, the manager and his/her leader or a representative from Human Resources should meet with the employee in private and proceed via (a) through (d) above and issue a reprimand notice to the employee. This should be acknowledged by the employee and manager by submitting this warning in our payroll system.

Step 4: Final Written Warning/Suspension. Managers have the authority to temporarily remove employees from the workplace, with or without pay, if approved in advance by the department leader and the director of Human Resources. An exempt employee may not be suspended without pay for less than a full day, and the suspension must be related to written workplace conduct rules applicable to all employees, e.g., such as a written policy prohibiting sexual harassment or workplace violence. Nonexempt employees may not use paid vacation or a personal/sick day in lieu of the unpaid suspension.

Step 5: Failure to improve (Termination). Failure to improve performance or behavior after the written warning or suspension will result in termination.

The progressive disciplinary procedures described above also may be applied to an employee who is experiencing a series of unrelated problems involving attendance, job performance or behavior. Please see the Performance Improvement Plan and Corrective Action Forms on wiki for more information. All conversations, verbal or written, must be documented in our payroll system, and acknowledged by the employee.

In cases involving serious misconduct, or any time the manager determines it is necessary, such as a major breach of policy or violation of law, the procedures contained above may be disregarded. These breaches include but are not limited to fighting, assault of any employee, theft from anyone (regardless of amount involved), willful destruction of property, being under the influence of drugs or alcohol, and falsification of records. Typically, the manager should suspend the employee immediately (with or without pay) and an investigation of the incidents leading up to the suspension should be conducted to determine if any further action, such as termination, should be taken.