Progressive Discipline Policy - Single Disciplinary Process

Purpose
CHBET’s progressive discipline policy and procedures are designed to provide a structured
corrective action process to improve and prevent a recurrence of undesirable employee
behavior and performance issues.
Outlined below are the steps of CHBET’s progressive discipline policy and procedures. CHBET
reserves the right to combine or skip steps depending on the facts of each situation and the
nature of the offense. Some of the factors that will be considered are whether the offense is
repeated despite coaching, counseling or training; the employee’s work record; and the impact
the conduct and performance issues have on the organization.
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 CHBET and its employees.
Procedure
Step 1: Counseling and verbal warning
Step 1 creates an opportunity for the immediate supervisor to bring attention to the existing
performance, conduct or attendance issue. The supervisor should discuss with the employee
the nature of the problem or the violation of company policies and procedures. The supervisor is
expected to clearly describe expectations and steps the employee must take to improve his or
her performance or resolve the problem.
Within five business days, the supervisor will prepare written documentation of the verbal
counseling. The employee will be asked to sign this document to demonstrate his or her
understanding of the issues and the corrective action.
Step 2: Written warning
The Step 2 written warning involves more-formal documentation of the performance, conduct or
attendance issues and consequences.
During Step 2, the immediate supervisor and a division manager or director will meet with the
employee to review any additional incidents or information about the performance, conduct or
attendance issues as well as any prior relevant corrective action plans. Management will outline
the consequences for the employee of his or her continued failure to meet performance or
conduct expectations.
A formal performance improvement plan (PIP) requiring the employee’s immediate and
sustained corrective action will be issued within five business days of a Step 2 meeting. The
written warning may also include a statement indicating that the employee may be subject to
additional discipline, up to and including termination, if immediate and sustained corrective
action is not taken.
Step 3: Suspension and final written warning
Some performance, conduct or safety incidents are so problematic and harmful that the most
effective action may be the temporary removal of the employee from the workplace. When
immediate action is necessary to ensure the safety of the employee or others, the immediate
supervisor may suspend the employee pending the results of an investigation.
Suspensions that are recommended as part of the normal sequence of the progressive
discipline policy and procedures are subject to approval from a next-level manager and HR.
Depending on the seriousness of the infraction, the employee may be suspended without pay in
full-day increments consistent with federal, state and local wage and hour employment laws.
Nonexempt/hourly employees may not substitute or use an accrued paid vacation or sick day in
lieu of the unpaid suspension. In compliance with the Fair Labor Standards Act (FLSA), unpaid
suspension of salaried/exempt employees is reserved for serious workplace safety or conduct
issues. HR will provide guidance to ensure that the discipline is administered without
jeopardizing the FLSA exemption status.
Pay may be restored to the employee if an investigation of the incident or infraction absolves the
employee of wrongdoing.
Step 4: Recommendation for termination of employment
The last and most serious step in the progressive discipline process is a recommendation to
terminate employment. Generally, CHBET will try to exercise the progressive nature of this
policy by first providing warnings, issuing a final written warning or suspending the employee
from the workplace before proceeding to a recommendation to terminate employment. However,
CHBET reserves the right to combine and skip steps depending on the circumstances of each
situation and the nature of the offense. Furthermore, employees may be terminated without prior
notice or disciplinary action.
Management’s recommendation to terminate employment must be approved by human
resources (HR) and the division director or designate.
Appeals Process
Employees will have the opportunity to present information to dispute information management
has used to issue disciplinary action. The purpose of this process is to provide insight into
extenuating circumstances that may have contributed to the employee’s performance or
conduct issues while allowing for an equitable solution.
If the employee does not present this information during any of the step meetings, he or she will
have five business days after each of those meetings to present such information.
Performance and Conduct Issues Not Subject to Progressive Discipline
Behavior that is illegal is not subject to progressive discipline and may result in immediate
termination. Such behavior may be reported to local law enforcement authorities.
Similarly, theft, substance abuse, intoxication, fighting, and other acts of violence at work are
also not subject to progressive discipline and may be grounds for immediate termination.
Documentation
The employee will be provided copies of all progressive discipline documentation, including all
PIPs. The employee will be asked to sign copies of this documentation attesting to his or her
receipt and understanding of the corrective action outlined in these documents.
Copies of these documents will be placed in the employee’s official personnel file.