Objective

Our Progressive Discipline policy outlines the steps we will take to address an employee’s misconduct. We recognize that people make mistakes and our employees may not always follow our policies closely. We want to allow our employees to correct their behavior when possible and assist them in the process. We also want to ensure that serious offenses are thoroughly investigated and dealt with.

This company disciplinary action policy applies to all current employees of the company, as well as independent contractors and persons acting on behalf of the company.

Invoke progressive discipline

Our disciplinary process has below-outlined steps for increasing strictness:

• Verbal warning
• Informal meeting with the Reporting/ Project manager
• Formal disciplinary meeting with HR
• Warning email
• Termination

All these phases are official and managers should document them using email. HR must also keep records of the process from step 3 onwards.

Managers will let employees know when they launch a progressive discipline procedure. For example, pointing out a performance issue is not necessarily a verbal warning and may be part of the regular feedback an employee receives. If managers judge that a progressive disciplinary process is appropriate, they must clarify this to their team members and document the steps.

Each step may be repeated instead of moving forward to the next step at HR or a manager’s discretion. For example, a manager may choose to have more than one informal meeting with their employees (step 2) before they ask HR to conduct a disciplinary meeting (step 3). Managers can decide to repeat a step if they:

• Feel that the step was not properly executed the first time.
• See signs of improvement in their employee and want to help them further.
• Believe conditions or parameters change enough to make repeating the step necessary.

Explaining the steps

Step 1: When a manager or HR issues a verbal warning to an employee, they should do so privately. When appropriate, they should share that employee with a copy of the company policy they violated, and explain our progressive discipline steps. Managers should provide employees with any coaching or advice they need.

Employees have two weeks to correct their behavior before step 2 takes effect.

Step 2: A manager (or HR if appropriate) discusses corrective actions with an employee. Employees should receive actionable feedback on how to deal with an unintentional violation. They can review coaching or mentoring methods.

Employees have two weeks to correct their behavior before step 3 takes effect.

Step 3: Employees will be called in for a formal disciplinary meeting with HR. They will have the chance to explain their side and HR is obliged to investigate. HR must clarify that this is the final step before an employee is penalized. 

Employees must correct their behavior within one month, or step 4 will take effect.

Step 4: Employees will receive warning mail if they still violate the company policy. With all the necessary steps provided and taken to make corrective actions. 

Employees will be provided two weeks to initiate step 5.

Step 5: Employees who continue to violate our policies, either voluntarily or involuntarily, by this stage will be terminated or requested to make the resignation. This step will follow an official investigation by HR to ensure that terminating an employee is fair. A termination for cause will refer to employees who were guilty of severe violations or felonies.

Performance issues. The procedure starts at stage 1. 

Examples are:

• Absenteeism.
• Disregarding deadlines.
• Lack of knowledge of Health & Safety standards.

Minor offenses (one-time). The procedure starts at stage 1. 

Examples are:

• On-the-job minor mistakes.
• Breach of dress code or smoking policy.

Serious misconduct/ Repeating an offense for which a progressive discipline procedure already took place. The procedure starts at stage 2. 

Examples are:

• On-the-job major mistakes.
• Rudeness to customers or partners.
• Unwillingness to follow Health & Safety standards

Severe violations. The procedure starts at stage 3. 

Examples are:

• Substance abuse.
• Offensive behavior.
• Retaliation against an employee.

Illegal behavior. The procedure starts at step 3. 

Examples are:

• Corruption/ Bribery.
• Sexual Harassment.
• Workplace Violence.
• Embezzlement/Fraud.

HR/Department Heads can skip any of the steps if they believe they are obsolete. For example, if an employee has received several formal reprimands for the same offense, HR may choose to terminate them directly or an employee may be asked to make the resignation.

This policy is meant to provide general guidelines. Our company reserves the right to treat circumstances differently from those described in this policy. But, we are always obliged to act fairly and lawfully and document every stage of the progressive discipline process.

Right to appeal

Employees who were not terminated for cause or were not found guilty of illegal behavior may file an appeal. For example, if an employee thinks they were demoted unfairly, they can bring this issue to the attention of HR. HR will evaluate the situation and may organize a hearing.

Preventing progressive discipline

Disciplining an employee is never a pleasant task. For the sake of everyone involved, we will take action to prevent the need for disciplinary action. We will:

• Communicate our policies and Code of Conduct clearly to all new hires.
• Announce any revisions or changes in our policies to all our employees in a formal manner.
• Use frequent employee performance meetings to address issues before they become problems.
• Train managers to communicate, enforce, and abide by policies.
• Train employees in certain policies and procedures.
• Establish a culture of respect and collaboration.