The following performance management options will be applied according to whether the circumstances involve unsatisfactory job performance or gross inefficiency or unacceptable personal conduct. Please refer to the definitions section at the end of this document for more information. Oral Warning — An Oral Warning will consist of a coaching session where the supervisor articulates, models, and reinforces expected performance and addresses a performance deficiencies, b behavior concerns, including attendance and tardiness, and c violations of policies, standards of professional conduct, and safety practices.
The supervisor is responsible for documenting the warning and maintaining the documentation in their internal department file. The supervisor should use the Disciplinary Action Notice Form available via the Employees shared folder or by request from Human Resources for all levels of the performance management process. A disciplinary action should occur when a current unresolved incident of unsatisfactory job performance exists. At the First Written Warning phase, the supervisor advises the employee of the seriousness of the matter.
If there are no extenuating circumstances, the supervisor communicates with the employee verbally and in writing within five 5 working days of the precipitating action or event. The First Written Warning will also communicate to the employee the corrective action expected and the corresponding timeframe. The supervisor is responsible for documenting this step in the performance improvement process and reviewing the documentation and written warning with the director of Human Resources prior to presenting and discussing it with the employee.
Supervisors must consult with the director of Human Resources before developing a work action plan. The supervisor shall use the Work Action Plan Form available via the Employees shared folder or by request from Human Resources to document the process. The work action plan must include biweekly meetings between the employee and the supervisor to discuss progress in implementing the plan.
The director of Human Resources will also attend each biweekly meeting to ensure plan goals are achievable and reasonable and that the employee is given the opportunity to improve their job performance. A supervisor may propose an extension to the plan; the director of Human Resources will determine if the extension is warranted.
Based on the outcome of the work action plan, Human Resources and the supervisor will either end the work action plan or recommend a course of action to the President. The President will determine if an extended work action plan is warranted or take appropriate action. A work action plan may not be appropriate and therefore not required when an employee violates College policies or procedures or engages in other unacceptable personal conduct.
Final Written Warning — The supervisor, with consent by the director of Human Resources, issues a Final Written Warning when either of the following conditions exist:.
The supervisor is to inform the employee of the Final Written Warning in writing within five 5 working days of the precipitating action or event unless there are extenuating circumstances. Both the employee and supervisor must sign to acknowledge discussion and receipt of the Final Written Warning. The supervisor should use the Disciplinary Action Notice form for all levels of the performance management process.
Supervisors should use the Disciplinary Action Notice form to track performance management steps. The following disciplinary actions will be applied according to whether the circumstances involve unsatisfactory job performance or gross inefficiency or unacceptable personal conduct. Disciplinary Suspension with Pay — An employee who has allegedly violated a College policy or procedure, standard of professional conduct, or safety guideline may be suspended or placed on administrative leave with pay by the President pending completion of an investigation.
Whether the supervisor has documented the processes, procedures, corrective action, and training;. Whether the allegation could result in the President taking action to terminate employment with the College. Disciplinary Demotion — A disciplinary demotion is a non-performance-based disciplinary action.
If the President determines that an employee has committed an egregious act in violation of a College policy or procedure, a standard of professional conduct or safety practice, or engaged in other unacceptable behavior that, under normal circumstances, could warrant termination of employment, the President may demote the employee and adjust their compensation accordingly.
An involuntary transfer is a performance-based disciplinary action. If the President determines that an employee does not have the skill set or is otherwise failing to meet their job expectations, the President may reassign the employee to another position or department and may adjust their compensation accordingly.
In order for an employee to be involuntarily transferred due to grossly inefficient job performance, they must have the following:. A failed work action plan that was implemented to correct job performance inefficiencies. When an employee engages in unethical behavior or violates a company policy, he could be suspended.
Or, if the company launches an investigation into conduct or behavior that directly or indirectly affects you and other employees, the HR manager might recommend suspension so she can conduct an investigation without the parties being in the workplace. If an employee engages in questionable behavior in the workplace, a suspension may be a disciplinary action that could ultimately lead to termination. In cases where an employee is on an unpaid suspension, you might wonder if you can apply for another job while on suspension.
In many cases, termination means you are no longer receiving a paycheck. When an employee is terminated or discharged, his employment with the company ends, and so do the paychecks. In some instances, however, an employee who is terminated might receive paychecks past the date on which the company terminates his employment. Suspension should also be kept under review. All personal information collected during the suspension procedure must be processed in accordance with your Data protection policy and employee privacy notice - a statement describing how you collect, use, retain and disclose personal information.
An employee can take holiday during a period of suspension. However, the purpose of suspension is to allow a reasonable investigation to take place during which, it may be expected that the employee will attend a disciplinary hearing. Therefore, it is not recommended that an employee take annual leave throughout the entirety of their suspension. Employees can always cancel pre-booked annual leave if it coincides with a disciplinary investigation; as long as they give the requisite notice.
When communicating a suspended employee's absence from the workplace, employers should be careful not to make any suggestion of the employee's guilt as the employer still owes the employee a duty of trust and confidence. What is communicated with staff should be agreed with the employee themselves. In the event that the allegations against the employee are unfounded and the employee returns to the workplace, the employer may want to announce as such to staff members.
The employer should also make sure the employee is up to date with their workload, and any training they may have missed out on during their suspension. In certain circumstances, a health professional may recommend that an employee is unfit to work.
The employer should consider adjusting the working conditions or offering suitable alternative work. This alternative work must be on terms that are no less favourable than the original role ie the pay rate must be the same. If it is not practical to make such adjustments then the employer may have to suspend the employee until it is safe for them to return to work.
If an employee is a new or expectant mother then the employer must assess any risks in the workplace that may make it unsuitable for the employee to continue working. Common risks include if the role requires heavy lifting or carrying, long working hours or exposure to toxic substances. The employer should remove the risks and if this cannot be done then the employer should look into alternative options.
Suspension should be the last resort and should only be applied if the risk cannot be removed. An employee suspended due to a serious allegation of misconduct must receive their full pay unless they are not willing or able to attend work for example because they are ill or there is a clear contractual right for an employer to suspend without pay or benefits.
This will be outlined in the employment contract. Employers should rarely consider suspension without pay as this is more likely to be seen as a punishment procedure that could lead to accusations of an unfair disciplinary procedure. An employee suspended from work on medical grounds must receive their full pay unless they have been employed for less than one month, are not willing to attend work for example because they are ill , have been suspended for more than 26 weeks or they have refused suitable alternative work.
An employee suspended on maternity grounds must receive their full pay unless they are not willing to attend work for example because they are ill or have unreasonably refused suitable alternative work. If a suspended employee is ill and is not able to attend work again when required then they should receive their usual sick pay.
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