Purpose

This document details the corrective action procedure for handling behavior or performance issues at Amsco.

Definitions

Behavioral Corrective Action: A formal process implemented at Amsco to address and improve employee performance or attendance issues.

Occurrence: An infraction resulting from substandard job performance.

Points: Infractions assigned for attendance issues or violations.

Insubordination: Willful disregard or refusal to follow a reasonable directive from a supervisor.

Authority and Non-Compliance:

The Human Resources department shall be responsible for maintaining this policy while the individual who is issuing the corrective action is responsible for ensuring that this policy is entirely adhered to throughout the corrective action process.

Requirements and Responsibilities:

Reasons for Behavioral Corrective Action

  1. Job Performance: The Behavioral Corrective Action process may be used for poor job performance, including below average work quality or quantity, lack of cooperation, inappropriate behavior, poor attendance, tardiness, abuse of break privileges, failure to follow instructions or operating procedures and failure to follow established safety or security rules. Other work-related deficiencies may also result in corrective action.
  2. Conduct: Depending upon the circumstances, employees may be subject to corrective action, up to and including immediate termination for conduct which is detrimental to the interest of the company, other employees or customers, including but not limited to the following:
    1. Insubordination
    2. Dishonesty, including falsification of records or theft
    3. Misuse or destruction of company property, or of the property of another on company premises
    4. Violation of conflict-of-interest, safety, or work rules, including failure to report a work-related injury or accident
    5. Unauthorized disclosure of confidential or proprietary information
    6. Interference with the work performance of another
    7. Fighting with or harassment of another person on company premises
    8. Being under the influence of illegal substances or alcohol while at work
    9. Possessing or selling/buying alcohol or illegal substances on company premises
    10. Sleeping or loitering on the job or leaving the job without authorization
    11. Possession of unauthorized firearms or other dangerous weapons on company premises
    12. Poor attendance
    13. Failure to report for work or call the supervisor for two consecutive days or at the end of an authorized leave of absence
    14. Refusal or failure to cooperate with company investigations
    15. Because it is not possible to anticipate and plan for all situations, the above rules are not exhaustive. Other work-related misconduct or poor performance may also result in disciplinary action up to and including termination.

Behavioral Corrective Action Procedure

  1. The supervisor will take the consistency and the severity of an issue into account when deciding to take corrective action steps. When the situation is appropriate, at the discretion of the supervisor, the following steps may be taken in an effort to reconcile an underperforming employees’ behavior:
    1. Instruction: Make sure the employee knows what to do. Be sure the knowledge, materials, equipment and whatever else is needed are accessible. Verify a thorough understanding. No threats and no warnings. Simply give good instructions and direction to ensure they have a reasonable chance at being successful.
    2. Reminder: If performance falters, go back and patiently review the first step. Make it clear and simple where the failure occurred. Get an agreement on the facts and a commitment to improve. Still no threats or warnings. Just remind them of the improvements required of them.
    3. Warning: Double check your facts. Go back over the two prior steps with the employee. Be specific. Give the employee a chance to explain, but don’t accept excuses. Make it clear this is a third talk. It is a warning and continued failure will be considered an occurrence and corrective action may be taken.
    4. Occurrence/Corrective Action: Carefully recheck your facts. Remind the employee of each of the three prior steps. Instruction – Reminder – Warning. Depending of the circumstances, this may constitute an occurrence or trigger a verbal, written, final written warning or termination.

Written corrective action steps are as follows:

  1. Verbal Warning: When an employee qualifies for a verbal warning, have a discussion with the employee regarding the issue. A solution should be agreed upon to solve the problem and give the employee a reasonable time frame to correct the problem, if feasible. The employee should understand the consequences if the problem is not corrected. Ask the employee to sign either the Substandard Performance or Attendance Verbal Warning form of the A-0072, Behavioral Corrective Action Forms document to acknowledge that they have been informed of the consequences. If the employee refuses to sign it then inform your manager to discuss further action.
  2. Written Warning: If the verbal warning guidelines are violated, send the employee home on disciplinary time off (without pay) for 24 hours after explaining what the violation was. Prior to their return, prepare the Substandard Performance or Attendance Written Warning form of the A-0072, Behavioral Corrective Action Forms document, factually setting forth the nature of the problem, corrective measures (if applicable) designed to help the employee bring performance or behavior in line with the applicable standards and expectations, and consequences of failure to correct the problem. Review the document with the next level of management and the HR Director. Upon their return, discuss it with the employee. Ask the employee to sign this document to acknowledge that they have been informed of the consequences. If the employee refuses to sign it then inform your manager to discuss further action.
  3. Final Written Warning: If the written warning guidelines are violated, send the employee home on disciplinary time off (without pay) for 3 days after explaining what the violation was. Prior to their return, prepare the Substandard Performance or Attendance Final Written Warning form of the A-0072, Behavioral Corrective Action Forms document, factually setting forth the nature of the problem. Review the documents with the next level of management and the HR Director prior to the return of the employee. Notify the employee that if the guidelines set forth in this warning are violated, the employee may be terminated. Ask the employee to sign this document to acknowledge that they have been informed of the consequences. If the employee refuses to sign it then inform your manager to discuss further action.
  4. Termination: If an employee violates the agreement made in the final written warning while on probation, the employee may be terminated after a thorough investigation of the facts has been done. The HR Director must be informed of the situation before any action takes place.
  5. Considerations: At any time, depending on the seriousness of the matter, you may consider suspending the employee while the matter is being investigated.

Procedures for Initiating/Monitoring Behavioral Corrective Actions