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Mills Policy

by: Anna Notetaker

Mills Policy 4490

Anna Notetaker
GPA 3.62

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About this Document

These are the policies made regarding the company from our group work in the course this past week. This is the notes that we discussed in group and with professor on our night meet.
Industrial Relations Legislation
Prof. Susan Bradley
Class Notes
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This 3 page Class Notes was uploaded by Anna Notetaker on Saturday March 19, 2016. The Class Notes belongs to 4490 at Middle Tennessee State University taught by Prof. Susan Bradley in Spring 2016. Since its upload, it has received 8 views. For similar materials see Industrial Relations Legislation in Law at Middle Tennessee State University.


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Date Created: 03/19/16
Progressive Discipline Policy Purpose Management Group’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. It has been designed consistent with the Management Group  organizational values, human resource (HR) best practices and employment laws. Outlined below are the steps of Management Group’s progressive discipline policy and procedure.  Management Group reserves the right to combine or skip steps depending on the facts of each  situation and the nature of the offense. The level of disciplinary intervention may also vary. 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. Procedure Step 1: Counseling and verbal warning Step 1 creates an opportunity for the immediate supervisor to schedule a meeting with an employee  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 performance or resolve the problem. Within five business days of this meeting, the supervisor will prepare written documentation of a  Step 1 meeting. 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 Although Management Group hopes that the employee will promptly correct any performance,  conduct or attendance issues that were identified in Step 1, Management Group recognizes that this  may not always occur. 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. A warning outlining  that the employee may be subject to additional discipline up to and including termination if  immediate and sustained corrective action is not taken may also be included in the written warning. Step 3: Suspension and final written warning There may be performance, conduct or safety incidents 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 progression of this progressive discipline  policy and procedure are subject to approval from a next­level 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 wage­and­hour employment laws.  Nonexempt/hourly employees may not substitute or use an accrued paid vacation or sick day in lieu  of the unpaid suspension. Due to Fair Labor Standards Act (FLSA) compliance issues, unpaid  suspension of salaried/exempt employees is reserved for serious workplace safety or conduct  issues. HR will provide guidance so 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 Step 4: Recommendation for termination of employment The last and most serious step in the progressive discipline procedure is a recommendation to  terminate employment. Generally, Management Group will try to exercise the progressive nature of  this policy by first providing warnings, a final written warning or suspension from the workplace  before proceeding to a recommendation to terminate employment. However, Management Group  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 HR and the division  director or designate. Final approval may be required from the CEO or designate. Appeal Process Employees will have the opportunity to present information that may challenge 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 that meeting to present such information. Performance and Conduct Issues Not Subject to Progressive Discipline Behavior that is illegal is not subject to progressive discipline, and 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. Important note: 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  employment­at­will relationship between Management Group and its employees.


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