[{"data":1,"prerenderedAt":469},["ShallowReactive",2],{"document-checklist-progressive-discipline-D617":3},{"document":4,"label":26,"preview":11,"thumb":27,"thumb600":28,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":29,"breadcrumb":33,"related":39,"customDescModule":182,"customdescription":6,"mdFm":183,"mdProseHtml":468},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":15,"keywords":25},"Checklist Progressive Discipline In order to ensure effective action, follow these steps in exercising progressive discipline with an employee: Before the Meeting Arrange to meet with the employee privately. Do not discipline an employee in public or in front of other workers. Prepare for the meeting by reviewing your notes and files about both the specific incident or problem in question and any past discipline taken, either verbal or written. During the Meeting Explain to the employee why you've called the meeting if the employee doesn't know already. State the specific problem in terms of actual performance and desired performance. Review your progressive discipline policy/program with the employee and explain what steps have been taken already and what the next step is. Give the employee a chance to respond, explain and defend his or her actions. Acknowledge the employee's story and be sure to include it in your notes of the discipline session. Tell the employee that you expect his or her behavior to change. 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Specifically, we identified the following as being unsatisfactory: [Describe] ","Warning Notice",513,"https://templates.business-in-a-box.com/imgs/1000px/warning-notice-D622.png","https://templates.business-in-a-box.com/imgs/250px/622.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#622.xml",{"title":96,"description":6},"warning notice",[98,100,102],{"label":17,"url":99},"human-resources",{"label":20,"url":101},"motivation-appreciation",{"label":23,"url":103},"employee-behavior-discipline","/template/warning-notice-D622",{"description":106,"descriptionCustom":6,"label":107,"pages":108,"size":91,"extension":10,"preview":109,"thumb":110,"svgFrame":111,"seoMetadata":112,"parents":114,"keywords":113,"url":121},"Performance Improvement Plan (PIP) Standard Operating Procedure Department: Human Resources Purpose: This procedure is to help setting up a performance improvement plan for employees having difficulties in their work. Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. Usually undertaken by supervisor with the assistance of his own superior or HR professional","How to Create a Performance Improvement Plan","2","https://templates.business-in-a-box.com/imgs/1000px/how-to-create-a-performance-improvement-plan-D12564.png","https://templates.business-in-a-box.com/imgs/250px/12564.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12564.xml",{"title":113,"description":6},"how to create a performance improvement plan",[115,118],{"label":116,"url":117},"Business Plan Kit","business-plan-kit",{"label":119,"url":120},"Business Procedures","business-procedures","/template/how-to-create-a-performance-improvement-plan-D12564",{"description":123,"descriptionCustom":6,"label":124,"pages":8,"size":91,"extension":10,"preview":125,"thumb":126,"svgFrame":127,"seoMetadata":128,"parents":130,"keywords":129,"url":135},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: FINAL WARNING BEFORE DISMISSAL Dear [Contact name], You have been previously notified of certain problems in your performance as an employee, which problems appear to continue","Final Warning Before Dismissal","https://templates.business-in-a-box.com/imgs/1000px/final-warning-before-dismissal-D511.png","https://templates.business-in-a-box.com/imgs/250px/511.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#511.xml",{"title":129,"description":6},"final warning before dismissal",[131,132],{"label":17,"url":99},{"label":133,"url":134},"Employee Termination","employee-termination","/template/final-warning-before-dismissal-D511",{"description":137,"descriptionCustom":6,"label":138,"pages":108,"size":91,"extension":10,"preview":139,"thumb":140,"svgFrame":141,"seoMetadata":142,"parents":144,"keywords":143,"url":147},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":143,"description":6},"employee dismissal letter",[145,146],{"label":17,"url":99},{"label":133,"url":134},"/template/employee-dismissal-letter-D508",{"description":149,"descriptionCustom":6,"label":150,"pages":151,"size":91,"extension":10,"preview":152,"thumb":153,"svgFrame":154,"seoMetadata":155,"parents":157,"keywords":156,"url":165},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":156,"description":6},"employment agreement_at will employee",[158,159,162],{"label":17,"url":99},{"label":160,"url":161},"Hire an Employee","hire-employee",{"label":163,"url":164},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",{"description":167,"descriptionCustom":6,"label":168,"pages":169,"size":170,"extension":10,"preview":171,"thumb":172,"svgFrame":173,"seoMetadata":174,"parents":175,"keywords":180,"url":181},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. 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This free Word download lets you complete it online and export as PDF for each disciplinary incident.\n","Use it any time an employee's conduct or performance falls below acceptable standards and you need a documented trail showing that corrective steps were applied consistently before escalation. It is especially important before issuing a written warning, placing an employee on a performance improvement plan, or initiating termination proceedings.\n","Employee and manager identification, incident description and date, the discipline level applied, a summary of prior steps taken, the expected corrective action and improvement timeline, and signature acknowledgment fields for both parties.\n",[207,211,215,219,223],{"title":208,"use_case":209,"icon_asset_id":210},"HR managers","Standardizing disciplinary documentation across all departments","persona-hr-manager",{"title":212,"use_case":213,"icon_asset_id":214},"Small business owners","Creating a formal record before terminating an employee","persona-small-business-owner",{"title":216,"use_case":217,"icon_asset_id":218},"Operations managers","Documenting repeated attendance or conduct issues on the floor","persona-operations-manager",{"title":220,"use_case":221,"icon_asset_id":222},"Retail supervisors","Tracking policy violations 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Letter","final-warning-before-dismissal-D511",{"situation":245,"recommended_template":246,"slug":247},"Ending employment after exhausting corrective steps","Employee Termination Letter","employee-dismissal-letter-D508",{"situation":249,"recommended_template":250,"slug":235},"Documenting an entire disciplinary conversation in writing","Employee Counseling Form",[252,255,258,261,264,266,269,272,275],{"term":253,"definition":254},"Progressive Discipline","A formal corrective process that applies escalating consequences — verbal warning, written warning, final warning, termination — for repeated or serious policy violations.",{"term":256,"definition":257},"Verbal Warning","The first formal step in most progressive discipline processes, where a manager communicates the issue directly and documents the conversation.",{"term":259,"definition":260},"Written Warning","A formal documented notice to an employee stating the specific policy violation, required corrective behavior, and consequences of non-compliance.",{"term":262,"definition":263},"Final Warning","A written notice issued after a prior warning has not produced the required change, indicating that the next violation will result in termination.",{"term":238,"definition":265},"A structured document outlining specific performance gaps, measurable goals, a timeline for improvement, and the consequences of failing to meet those goals.",{"term":267,"definition":268},"At-Will Employment","Employment that either party may end at any time for any lawful reason — but even at-will employers benefit from documented progressive discipline to defend against wrongful-termination claims.",{"term":270,"definition":271},"Corrective Action","Any formal step taken by an employer to address and correct an employee's performance or conduct problem.",{"term":273,"definition":274},"Employee Acknowledgment","A signature or written statement from the employee confirming they received and reviewed the disciplinary document — it does not necessarily mean they agree with it.",{"term":276,"definition":277},"Disciplinary Record","The cumulative file of documented warnings and corrective actions for an individual employee, used to support escalation decisions and defend terminations.",[279,284,289,294,299,304,309,314,319],{"name":280,"plain_english":281,"sample_language":282,"common_mistake":283},"Employee information","The employee's full name, job title, department, and employee ID or hire date.","Employee Name: [FULL NAME] | Job Title: [TITLE] | Department: [DEPARTMENT] | Employee ID: [ID NUMBER] | Hire Date: [DATE]","Using a nickname or informal name instead of the legal name on file — this creates mismatches in HR records and weakens the document's evidentiary value.",{"name":285,"plain_english":286,"sample_language":287,"common_mistake":288},"Manager and witness information","The name and title of the manager issuing the discipline, and any witness present during the disciplinary meeting.","Issuing Manager: [MANAGER NAME], [TITLE] | Witness (if applicable): [WITNESS NAME], [TITLE]","Omitting the witness field when a witness was present — documented witness names provide corroboration if the employee later disputes the meeting occurred.",{"name":290,"plain_english":291,"sample_language":292,"common_mistake":293},"Incident date and description","The specific date the incident occurred and a factual, behavior-based description of what happened.","Incident Date: [DATE] | Description: On [DATE], [EMPLOYEE NAME] [SPECIFIC BEHAVIOR — e.g., arrived 45 minutes late without prior notice], in violation of [POLICY NAME/NUMBER].","Writing subjective or emotional language ('bad attitude') instead of observable behavior. Subjective descriptions invite disputes and reduce enforceability.",{"name":295,"plain_english":296,"sample_language":297,"common_mistake":298},"Policy or rule violated","The specific company policy, handbook section, or workplace rule the employee's conduct violated.","Policy Violated: [POLICY NAME], Section [X] of the Employee Handbook — [BRIEF POLICY DESCRIPTION].","Referencing a policy without citing the specific section number — if the handbook is updated, the reference becomes ambiguous.",{"name":300,"plain_english":301,"sample_language":302,"common_mistake":303},"Discipline level applied","A checklist of the four standard levels — verbal warning, written warning, final written warning, and termination — with the current step checked.","[ ] Verbal Warning  [ ] Written Warning  [X] Final Written Warning  [ ] Termination","Skipping a discipline level without documenting the reason. Jumping from a verbal warning to termination without explanation exposes the employer to claims of inconsistent treatment.",{"name":305,"plain_english":306,"sample_language":307,"common_mistake":308},"Prior discipline history","A summary of previous warnings or corrective actions issued to this employee, including dates and outcomes.","Prior Discipline: Written Warning issued [DATE] for [REASON]; employee acknowledged and signed on [DATE]. No recurrence observed until [DATE].","Leaving this field blank when prior warnings exist — failing to reference the history undermines the case that escalation was justified.",{"name":310,"plain_english":311,"sample_language":312,"common_mistake":313},"Required corrective action and timeline","A specific, measurable description of what the employee must do differently and by what date improvement will be evaluated.","Required Action: [EMPLOYEE NAME] must achieve [SPECIFIC MEASURABLE BEHAVIOR, e.g., zero unexcused absences] for a period of [90 days] beginning [DATE]. Progress will be reviewed on [DATE].","Setting vague improvement expectations like 'improve attitude' — unmeasurable goals make it impossible to objectively evaluate whether the employee complied.",{"name":315,"plain_english":316,"sample_language":317,"common_mistake":318},"Consequences of non-compliance","A clear statement of what will happen if the required corrective action is not achieved within the stated timeframe.","Failure to meet the above requirements by [DATE] may result in [further disciplinary action up to and including termination of employment].","Omitting this field entirely — employees and future adjudicators need to see that the consequences were communicated clearly at the time of the warning.",{"name":320,"plain_english":321,"sample_language":322,"common_mistake":323},"Employee acknowledgment and response","Space for the employee to sign confirming receipt of the document and optionally to add a brief written response.","I acknowledge receipt of this document. [ ] I agree with the above. [ ] I disagree and have attached a written response. Employee Signature: _____________ Date: [DATE]","Refusing to provide a copy to the employee after they sign. Withholding the document after acknowledgment damages trust and is inconsistent with most HR best practices.",[325,330,335,340,345,350,355],{"step":326,"title":327,"description":328,"tip":329},1,"Enter the employee and manager details","Fill in the employee's legal name, job title, department, and employee ID. Add the issuing manager's name and title, and note any witness present.","Confirm the employee's legal name matches your HRIS records exactly before completing any other field.",{"step":331,"title":332,"description":333,"tip":334},2,"Record the incident date and write a factual description","Enter the exact date the incident occurred and describe the behavior in specific, observable terms — what happened, where, and how it was identified. Avoid adjectives and stick to documented facts.","Write the description as if it will be read by someone who has never met the employee — clarity and specificity are your best protection.",{"step":336,"title":337,"description":338,"tip":339},3,"Cite the specific policy violated","Reference the policy by name and section number from your employee handbook or HR policy manual. Quote the relevant rule briefly.","If the policy was recently updated, attach the relevant page of the current handbook to the completed checklist as a supporting document.",{"step":341,"title":342,"description":343,"tip":344},4,"Check the appropriate discipline level","Select the current step in the progressive process. If you are skipping a level due to the severity of the offense, document the reason in the prior-history or notes field.","Consistency across employees in similar situations is the most important factor in defending a discipline decision against a discrimination or retaliation claim.",{"step":346,"title":347,"description":348,"tip":349},5,"Summarize prior discipline history","List all previous warnings for this employee with dates, reasons, and outcomes. If this is a first offense, state that explicitly.","Pull the employee's full disciplinary file before the meeting — presenting an incomplete history in the meeting is harder to correct after the fact.",{"step":351,"title":352,"description":353,"tip":354},6,"Define the corrective action and timeline","State exactly what behavior is expected, how it will be measured, and the specific date by which improvement will be assessed. Tie the requirement to a measurable, observable standard.","Set a calendar reminder for the review date the moment you complete this field — a missed follow-up undermines the entire corrective process.",{"step":356,"title":357,"description":358,"tip":359},7,"Obtain the employee's acknowledgment","Review the completed checklist with the employee in a private setting. Give them time to read it, ask questions, and sign. Provide them with a copy immediately after signing.","If the employee refuses to sign, note the refusal in writing, have the witness sign, and provide the copy anyway — refusal to sign does not invalidate the document.",[361,365,369,373],{"mistake":362,"why_it_matters":363,"fix":364},"Using subjective language instead of observable behavior","Phrases like 'poor attitude' or 'difficult to work with' cannot be objectively verified and are routinely challenged in unemployment hearings and wrongful-termination claims.","Describe only what was observed or documented — specific actions, times, dates, and outcomes — and tie each description to the policy it violated.",{"mistake":366,"why_it_matters":367,"fix":368},"Skipping discipline levels without documentation","Moving from a verbal warning directly to termination without explanation exposes the employer to claims of inconsistent or discriminatory treatment, even if the underlying offense was serious.","If the severity of the offense justifies skipping a level, document that justification explicitly in the checklist at the time of the action.",{"mistake":370,"why_it_matters":371,"fix":372},"Failing to follow up on the improvement timeline","Issuing a warning with a 90-day review date and never conducting the review signals that the discipline was not taken seriously — and weakens any subsequent escalation.","Schedule the follow-up meeting at the same time you complete the checklist, and document the outcome of that meeting in a new entry on the employee's disciplinary record.",{"mistake":374,"why_it_matters":375,"fix":376},"Not providing the employee with a copy after signing","Employees who never receive a copy of their warning often claim they were unaware of the issue, complicating termination proceedings and unemployment claims.","Hand the signed copy to the employee before they leave the meeting and note on the manager's file copy that a copy was provided on that date.",[378,381,384,387,390,393,396,399],{"question":379,"answer":380},"What is a progressive discipline checklist?","A progressive discipline checklist is a structured form that guides managers through each step of a corrective-action process — verbal warning, written warning, final warning, and termination — while capturing the incident details, policy violations, improvement expectations, and employee acknowledgment in a single auditable document. It ensures every disciplinary action is applied consistently and is supported by a documented record.\n",{"question":382,"answer":383},"When should I use a progressive discipline checklist?","Use it any time an employee's conduct or performance falls below acceptable standards and you are initiating or documenting a formal corrective step. It is especially important before issuing a written warning, escalating to a final warning, or terminating an employee — situations where a documented trail is your primary protection against wrongful-termination or discrimination claims.\n",{"question":385,"answer":386},"Does the employee have to sign the checklist?","The employee's signature acknowledges receipt of the document, not agreement with its content. If an employee refuses to sign, note the refusal in writing, have a witness sign to confirm the meeting occurred, and provide the employee with a copy regardless. Refusal to sign does not invalidate the document or the disciplinary action.\n",{"question":388,"answer":389},"Can I skip a step in the progressive discipline process?","Yes, in cases of serious misconduct — theft, harassment, safety violations, or other gross misconduct — skipping directly to a final warning or termination is appropriate. When you skip a level, document the specific reason on the checklist at the time of the action so the rationale is part of the record.\n",{"question":391,"answer":392},"How long should I keep completed progressive discipline checklists?","Retain disciplinary records for at least the duration of employment plus 3–7 years, depending on your jurisdiction's employment records retention requirements. Records for employees who were terminated should be kept longer — at least 4–5 years — since wrongful-termination claims can be filed well after the separation date.\n",{"question":394,"answer":395},"What is the difference between a progressive discipline checklist and a performance improvement plan?","A progressive discipline checklist documents a specific incident and the corrective step applied — it is a record of an action taken. A performance improvement plan (PIP) is a forward-looking document that sets measurable performance goals, a timeline, and support resources over a defined period, typically 30–90 days. The two are often used together: the checklist documents the formal warning; the PIP defines the path to improvement.\n",{"question":397,"answer":398},"Does using a progressive discipline process prevent at-will employers from terminating employees?","Not necessarily, but it changes the risk profile. At-will employment allows termination for any lawful reason, but an employer who follows a published progressive discipline policy is generally expected to apply it consistently. Deviating from a documented process — or applying it selectively — can support claims of discrimination or retaliation even in at-will states. Consistent use of the checklist is your best defense.\n",{"question":400,"answer":401},"Should a witness be present during a disciplinary meeting?","Having a second manager or HR representative present is recommended for written warnings, final warnings, and terminations. A witness can corroborate what was said, sign the checklist if the employee refuses, and reduce the risk of he-said/she-said disputes. The witness's name and title should always be recorded on the form.\n",[403,407,411,415],{"industry":404,"icon_asset_id":405,"specifics":406},"Retail and hospitality","industry-retail","High-turnover environments with attendance, conduct, and customer-service standards that require consistent, well-documented discipline across multiple shift supervisors.",{"industry":408,"icon_asset_id":409,"specifics":410},"Manufacturing and logistics","industry-manufacturing","Safety rule violations and attendance issues are the most common triggers; documented progressive discipline is critical for union-environment compliance and OSHA recordkeeping.",{"industry":412,"icon_asset_id":413,"specifics":414},"Healthcare","industry-healthtech","Patient safety and HIPAA compliance incidents require precise behavioral documentation and often trigger mandatory reporting alongside the internal disciplinary process.",{"industry":416,"icon_asset_id":417,"specifics":418},"Professional services","industry-professional-services","Performance-based discipline tied to billable hours, client feedback scores, or deliverable quality requires measurable improvement standards on each checklist.",[420,424,428,431],{"vs":421,"vs_template_id":422,"summary":423},"Employee written warning form","employee-warning-notice-D613","A written warning form is a single-incident document focused on communicating one specific violation and its consequences. The progressive discipline checklist is a broader tracking tool that spans the entire corrective process, records prior history, and confirms which step in the escalation sequence is being applied. Use the checklist to manage the process; use the warning form as the formal notice for each step.",{"vs":425,"vs_template_id":426,"summary":427},"Performance improvement plan","performance-improvement-plan-D14076","A PIP is forward-looking — it defines goals, resources, and a timeline for improvement. The progressive discipline checklist is retrospective — it documents what happened, what rule was violated, and what corrective step was taken. For performance issues, the two work together: the checklist records the formal warning; the PIP defines the path forward.",{"vs":429,"vs_template_id":247,"summary":430},"Employee termination letter","A termination letter communicates the end of employment and its effective date. The progressive discipline checklist is the documentation trail that supports the termination decision and shows it followed a consistent process. The checklist should be completed and on file before the termination letter is issued.",{"vs":432,"vs_template_id":433,"summary":434},"Employee counseling form","D{EMPLOYEE_COUNSELING_ID}","An employee counseling form is typically used for informal, early-stage conversations before a formal warning is warranted. The progressive discipline checklist begins when the process becomes formal. Use the counseling form for coaching discussions; switch to the discipline checklist once you are issuing a documented warning at any level.",{"use_template":436,"template_plus_review":440,"custom_drafted":444},{"best_for":437,"cost":438,"time":439},"Managers and HR teams handling routine conduct or attendance issues in a single jurisdiction","Free","10–15 minutes per incident",{"best_for":441,"cost":442,"time":443},"Businesses updating their disciplinary policy to align the checklist with a new employee handbook or multi-state operations","$150–$400 (HR consultant or employment attorney review)","1–3 days",{"best_for":445,"cost":446,"time":447},"Unionized workplaces, heavily regulated industries, or employers with a history of employment litigation requiring a bespoke process","$500–$2,000+","1–2 weeks",[231,239,243,247,449,450,235,451,452,453,454,455],"employment-agreement_at-will-employee-D541","employee-handbook-D712","job-offer-letter-long-D12769","non-disclosure-agreement-nda-D12692","employee-appraisal-form-D688","attendance-policy-D12625","incident-report-D12621",{"emit_how_to":457,"emit_defined_term":457},true,{"primary_folder":99,"secondary_folder":459,"document_type":460,"industry":461,"business_stage":462,"tags":463,"confidence":467},"conduct-and-discipline","checklist","general","all-stages",[464,460,465,466,459],"hr","compliance","progressive-discipline",0.95,"\u003Ch2>What is a Progressive Discipline Checklist?\u003C/h2>\n\u003Cp>A \u003Cstrong>Progressive Discipline Checklist\u003C/strong> is a structured form that guides managers through each formal step of a corrective-action process — from verbal warning through written warning, final warning, and potential termination — while capturing the incident details, policy references, improvement requirements, and employee acknowledgment in a single auditable record. It functions as both a process guide and a legal documentation tool, ensuring that every disciplinary action is applied consistently, tied to a specific policy violation, and supported by a clear improvement expectation.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a documented disciplinary process, terminations become difficult to defend and warnings lose their corrective power. Employees who receive vague or inconsistently applied discipline are more likely to contest terminations through unemployment claims, labor boards, or wrongful-termination suits — and a file with no written record is your weakest possible position in those proceedings. A completed progressive discipline checklist shows that the employee was informed of the problem, given a fair opportunity to correct it, and that the same process was applied as it would be for any other employee in the same situation. This template gives you a consistent, fillable form you can complete in under 15 minutes per incident and store in the employee's HR file — building the documented trail that protects your business at every stage of the process.\u003C/p>\n",1781186027297]