[{"data":1,"prerenderedAt":480},["ShallowReactive",2],{"document-employee-disciplinary-action-policy-D13487":3},{"document":4,"label":23,"preview":11,"thumb":24,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":25,"breadcrumb":29,"related":35,"customDescModule":178,"customdescription":6,"mdFm":179,"mdProseHtml":479},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"EMPLOYEE DISCIPLINARY ACTION POLICY INTRODUCTION The Employee Disciplinary Action Policy outlines the guidelines and procedures for addressing employee misconduct, unacceptable behavior, and poor performance within [COMPANY NAME]. This Policy aims to promote a fair and consistent approach to disciplinary actions while fostering a productive work environment. All employees are expected to adhere to the standards set forth in this Policy. SCOPE This Policy applies to all employees at [COMPANY NAME], including full-time, part-time, temporary, and contract workers. It covers disciplinary actions for a wide range of infractions, such as misconduct, violation of company policies, poor performance, insubordination, and any other behavior that adversely affects the workplace or the organization's interests. PROGRESSIVE DISCIPLINE Our organization follows a progressive discipline approach, which typically involves the following steps: Verbal Warning: The initial step in addressing employee misconduct or poor performance is a verbal warning. The supervisor or manager will have a private conversation with the employee, discussing the concerns and providing guidance on how to improve. Written Warning: If the employee's behavior or performance does not improve after the verbal warning, a written warning will be issued. The written warning document will outline the specific issues, expectations for improvement, and consequences of continued misconduct or poor performance. Final Written Warning: If the employee's behavior or performance still does not meet the expected standards, a final written warning may be issued. This warning emphasizes the seriousness of the situation and may include a performance improvement plan or other corrective measures. Suspension: In cases of severe misconduct or repeated violations, a temporary suspension without pay may be imposed. The duration of the suspension will be determined based on the severity of the offense and the organization's policies.",null,"Employee Disciplinary Action Policy","2",513,"doc","https://templates.business-in-a-box.com/imgs/1000px/employee-disciplinary-action-policy-D13487.png","https://templates.business-in-a-box.com/imgs/250px/13487.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13487.xml",{"title":15,"description":6},"employee disciplinary action policy",[17,20],{"label":18,"url":19},"Human Resources","/templates/human-resources/",{"label":21,"url":22},"Company Policies","/templates/company-policies/","Employee Disciplinary Action Policy Template","https://templates.business-in-a-box.com/imgs/400px/13487.png",[26,17,20],{"label":27,"url":28},"Templates","/templates/",[30,31,32],{"label":27,"url":28},{"label":18,"url":19},{"label":33,"url":34},"Conduct & Discipline","/templates/conduct-and-discipline/",[36,40,44,48,52,56,60,64,68,72,76,80,84,103,119,133,148,166],{"label":37,"url":38,"thumb":39,"extension":10},"Disciplinary Action Policy","/template/disciplinary-action-policy-D13486","https://templates.business-in-a-box.com/imgs/250px/13486.png",{"label":41,"url":42,"thumb":43,"extension":10},"Record of Disciplinary Action and Proposed Changes","/template/record-of-disciplinary-action-and-proposed-changes-D620","https://templates.business-in-a-box.com/imgs/250px/620.png",{"label":45,"url":46,"thumb":47,"extension":10},"Employee Meal Policy","/template/employee-meal-policy-D13670","https://templates.business-in-a-box.com/imgs/250px/13670.png",{"label":49,"url":50,"thumb":51,"extension":10},"Employee Rewards Policy","/template/employee-rewards-policy-D13677","https://templates.business-in-a-box.com/imgs/250px/13677.png",{"label":53,"url":54,"thumb":55,"extension":10},"Employee Termination Policy","/template/employee-termination-policy-D13489","https://templates.business-in-a-box.com/imgs/250px/13489.png",{"label":57,"url":58,"thumb":59,"extension":10},"Employee Sickness Policy","/template/employee-sickness-policy-D13488","https://templates.business-in-a-box.com/imgs/250px/13488.png",{"label":61,"url":62,"thumb":63,"extension":10},"Employee Assistance Program Policy","/template/employee-assistance-program-policy-D13665","https://templates.business-in-a-box.com/imgs/250px/13665.png",{"label":65,"url":66,"thumb":67,"extension":10},"Employee Engagement and Satisfaction Policy","/template/employee-engagement-and-satisfaction-policy-D13667","https://templates.business-in-a-box.com/imgs/250px/13667.png",{"label":69,"url":70,"thumb":71,"extension":10},"Employee Recognition Program Policy","/template/employee-recognition-program-policy-D13674","https://templates.business-in-a-box.com/imgs/250px/13674.png",{"label":73,"url":74,"thumb":75,"extension":10},"Employee Recognition and Rewards Policy","/template/employee-recognition-and-rewards-policy-D13672","https://templates.business-in-a-box.com/imgs/250px/13672.png",{"label":77,"url":78,"thumb":79,"extension":10},"Employee Referral Program Policy","/template/employee-referral-program-policy-D13676","https://templates.business-in-a-box.com/imgs/250px/13676.png",{"label":81,"url":82,"thumb":83,"extension":10},"Policy on Privacy and Employee Monitoring","/template/policy-on-privacy-and-employee-monitoring-D724","https://templates.business-in-a-box.com/imgs/250px/724.png",{"description":85,"descriptionCustom":6,"label":86,"pages":87,"size":9,"extension":10,"preview":88,"thumb":89,"svgFrame":90,"seoMetadata":91,"parents":93,"keywords":92,"url":102},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: WARNING NOTICE Dear [Contact name], On [Date], at [Time], we met to discuss your unsatisfactory performance. Specifically, we identified the following as being unsatisfactory: [Describe] ","Warning Notice","1","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":92,"description":6},"warning notice",[94,96,99],{"label":18,"url":95},"human-resources",{"label":97,"url":98},"Motivation & Appreciation","motivation-appreciation",{"label":100,"url":101},"Behavior & Discipline","employee-behavior-discipline","/template/warning-notice-D622",{"description":104,"descriptionCustom":6,"label":105,"pages":8,"size":9,"extension":10,"preview":106,"thumb":107,"svgFrame":108,"seoMetadata":109,"parents":111,"keywords":110,"url":118},"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","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":110,"description":6},"how to create a performance improvement plan",[112,115],{"label":113,"url":114},"Business Plan Kit","business-plan-kit",{"label":116,"url":117},"Business Procedures","business-procedures","/template/how-to-create-a-performance-improvement-plan-D12564",{"description":120,"descriptionCustom":6,"label":121,"pages":8,"size":9,"extension":10,"preview":122,"thumb":123,"svgFrame":124,"seoMetadata":125,"parents":127,"keywords":126,"url":132},"[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":126,"description":6},"employee dismissal letter",[128,129],{"label":18,"url":95},{"label":130,"url":131},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":134,"descriptionCustom":6,"label":135,"pages":136,"size":137,"extension":10,"preview":138,"thumb":139,"svgFrame":140,"seoMetadata":141,"parents":142,"keywords":146,"url":147},"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. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[143,144],{"label":18,"url":95},{"label":21,"url":145},"company-policies","employee handbook","/template/employee-handbook-D712",{"description":149,"descriptionCustom":6,"label":150,"pages":151,"size":9,"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":18,"url":95},{"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":87,"size":9,"extension":10,"preview":169,"thumb":170,"svgFrame":171,"seoMetadata":172,"parents":174,"keywords":173,"url":177},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: JOB OFFER FOR [DESCRIBE] Dear [CANDIDATE NAME]: Congratulations! [Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":173,"description":6},"job offer letter long",[175,176],{"label":18,"url":95},{"label":160,"url":161},"/template/job-offer-letter-long-D12769",false,{"seo":180,"reviewer":191,"quick_facts":195,"at_a_glance":197,"personas":201,"variants":226,"glossary":251,"sections":281,"how_to_fill":327,"common_mistakes":368,"faqs":385,"industries":413,"comparisons":430,"diy_vs_pro":442,"educational_modules":455,"related_template_ids_curated":458,"schema":466,"classification":468},{"meta_title":181,"meta_description":182,"primary_keyword":183,"secondary_keywords":184},"Employee Disciplinary Action Policy Template | Free Word Download","Free employee disciplinary action policy template for small businesses and HR teams.","employee disciplinary action policy template",[185,186,187,188,189,190],"employee discipline policy template","disciplinary action policy word","hr disciplinary policy template free","workplace discipline policy template","employee disciplinary procedure template","disciplinary action form template",{"name":192,"credential":193,"reviewed_date":194},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":196,"legal_review_recommended":178,"signature_required":178},"medium",{"what_it_is":198,"when_you_need_it":199,"whats_inside":200},"An Employee Disciplinary Action Policy is a written HR policy document that defines how a company identifies, addresses, and escalates employee conduct and performance issues through a structured, documented process. This free Word download gives managers and HR teams a consistent framework they can edit online and distribute across the organization or embed in an employee handbook.\n","Use it when onboarding a first HR hire, building an employee handbook, or responding to a pattern of conduct issues that currently lack a consistent resolution process. It should be in place before any formal disciplinary action is taken so the process applies equally to all employees.\n","A statement of purpose, covered behaviors and performance triggers, a step-by-step progressive discipline procedure from verbal warning through termination, documentation requirements, an appeals process, and manager responsibilities for consistent enforcement.\n",[202,206,210,214,218,222],{"title":203,"use_case":204,"icon_asset_id":205},"HR managers","Standardizing discipline procedures across departments and locations","persona-hr-manager",{"title":207,"use_case":208,"icon_asset_id":209},"Small business owners","Establishing a formal process before the first conduct issue arises","persona-small-business-owner",{"title":211,"use_case":212,"icon_asset_id":213},"Operations directors","Ensuring frontline supervisors apply discipline consistently and document actions properly","persona-operations-director",{"title":215,"use_case":216,"icon_asset_id":217},"Startup founders","Building a compliant HR foundation as the team scales past 10 employees","persona-startup-founder",{"title":219,"use_case":220,"icon_asset_id":221},"Office managers","Handling conduct issues in the absence of a dedicated HR function","persona-office-manager",{"title":223,"use_case":224,"icon_asset_id":225},"Legal and compliance officers","Reducing wrongful termination exposure by documenting a consistent process","persona-compliance-officer",[227,230,233,237,241,244,247],{"situation":228,"recommended_template":7,"slug":229},"Addressing repeated tardiness or absenteeism","employee-disciplinary-action-policy-D13487",{"situation":231,"recommended_template":232,"slug":229},"Documenting a single disciplinary event for an employee file","Employee Disciplinary Action Form",{"situation":234,"recommended_template":235,"slug":236},"Issuing a formal written warning to an employee","Employee Warning Notice","warning-notice-D622",{"situation":238,"recommended_template":239,"slug":240},"Managing a performance improvement plan before termination","Performance Improvement Plan (PIP)","how-to-create-a-performance-improvement-plan-D12564",{"situation":242,"recommended_template":121,"slug":243},"Terminating an employee following a completed discipline process","employee-dismissal-letter-D508",{"situation":245,"recommended_template":135,"slug":246},"Outlining broad workplace conduct standards across all HR policies","employee-handbook-D712",{"situation":248,"recommended_template":249,"slug":250},"Addressing harassment or discrimination complaints specifically","Anti-Harassment Policy","anti-harassment-policy-D12624",[252,255,258,261,263,266,269,272,275,278],{"term":253,"definition":254},"Progressive Discipline","A structured approach to corrective action that escalates consequences through defined steps — verbal warning, written warning, suspension, and termination — giving the employee an opportunity to correct behavior at each stage.",{"term":256,"definition":257},"Verbal Warning","The first formal step in a progressive discipline process, delivered in a private meeting and documented in the employee's file even though it is delivered orally.",{"term":259,"definition":260},"Written Warning","A formal documented notice that identifies the specific policy violation, the expected correction, and the consequence if behavior does not improve within a stated timeframe.",{"term":239,"definition":262},"A structured document setting measurable performance goals, a timeline for improvement, and the consequences of failure to meet those goals — typically used before termination for performance-related issues.",{"term":264,"definition":265},"Gross Misconduct","Severe employee behavior — such as theft, harassment, violence, or fraud — that justifies immediate termination without progressing through earlier disciplinary steps.",{"term":267,"definition":268},"At-Will Employment","An employment relationship in which either party may end the relationship at any time for any lawful reason — but even at-will employers benefit from documented discipline to defend against wrongful termination claims.",{"term":270,"definition":271},"Just Cause","A standard requiring that discipline or termination be supported by a legitimate, documented business reason — required in many union environments and some jurisdictions.",{"term":273,"definition":274},"Suspension","A disciplinary step in which the employee is temporarily removed from the workplace, with or without pay, typically after verbal and written warnings have failed to correct the behavior.",{"term":276,"definition":277},"Appeals Process","A defined procedure allowing an employee to formally challenge a disciplinary decision by requesting review by a more senior manager or HR representative.",{"term":279,"definition":280},"Documentation Trail","The complete written record of each disciplinary step — meeting notes, signed warnings, performance data, and manager observations — that supports the employer's position if a dispute arises.",[282,287,292,297,302,307,312,317,322],{"name":283,"plain_english":284,"sample_language":285,"common_mistake":286},"Purpose and scope","States why the policy exists, which employees and locations it covers, and what the policy is designed to achieve — consistent, fair treatment of all employees.","This policy applies to all full-time, part-time, and contract employees of [COMPANY NAME] at all locations. Its purpose is to provide a fair, consistent, and documented process for addressing conduct and performance issues.","Scoping the policy to only full-time employees — leaving part-time, temporary, or contract workers uncovered and creating an inconsistency that undermines the policy's fairness defense.",{"name":288,"plain_english":289,"sample_language":290,"common_mistake":291},"Covered behaviors and performance triggers","Defines the categories of conduct and performance issues subject to discipline, distinguishing between minor infractions (late arrivals, missed deadlines) and serious violations (theft, harassment) that skip to termination.","Disciplinary action may be initiated for, but is not limited to: [LIST OF MINOR INFRACTIONS] and [LIST OF SERIOUS VIOLATIONS]. Gross misconduct, including but not limited to theft, violence, or harassment, may result in immediate termination.","Using an exhaustive list without a catch-all phrase — employees argue that unlisted behaviors cannot be disciplined, limiting the employer's flexibility to address new conduct issues.",{"name":293,"plain_english":294,"sample_language":295,"common_mistake":296},"Progressive discipline steps","Outlines the sequential stages — verbal warning, written warning, final written warning or suspension, and termination — with a description of what happens at each stage and when the employer may skip steps.","Step 1: Verbal warning — Manager meets privately with the employee, documents the meeting in the employee's file, and sets a [30]-day improvement period. Step 2: Written warning — Issued if the behavior recurs or does not improve within the stated period. Step 3: [FINAL WARNING / SUSPENSION]. Step 4: Termination.","Treating the progressive discipline steps as mandatory for every situation — locking the employer into a four-step process even for gross misconduct that warrants immediate termination.",{"name":298,"plain_english":299,"sample_language":300,"common_mistake":301},"Documentation requirements","Specifies what must be recorded at each disciplinary step, who completes the documentation, where it is stored, and how long it is retained.","All disciplinary actions must be documented using [COMPANY NAME]'s Disciplinary Action Form. The form must be signed by the manager and the employee within [48] hours of the disciplinary meeting. Documentation is retained in the employee's personnel file for [3] years.","Requiring employee signature as proof of agreement — employees who disagree will refuse to sign and block the process. The signature should acknowledge receipt, not agreement.",{"name":303,"plain_english":304,"sample_language":305,"common_mistake":306},"Manager responsibilities","Defines what supervisors and managers are expected to do before, during, and after a disciplinary meeting — including notifying HR, preparing documentation, and conducting the meeting professionally.","Managers must notify [HR CONTACT / HR DEPARTMENT] before initiating any formal disciplinary action beyond a verbal warning. Managers are responsible for completing the Disciplinary Action Form, conducting the meeting in a private setting, and following up on improvement timelines.","Omitting HR notification requirements for informal verbal warnings — allowing managers to skip documentation at the first step, which creates a gap in the record if the situation escalates.",{"name":308,"plain_english":309,"sample_language":310,"common_mistake":311},"Employee rights and appeals","Describes the employee's right to respond to disciplinary findings, have a witness or representative present in certain situations, and appeal a disciplinary decision to a higher authority within a defined timeframe.","Employees may submit a written response to any formal written warning within [5] business days of receipt. Appeals must be submitted in writing to [HR DIRECTOR / SENIOR MANAGEMENT] within [10] business days of the disciplinary action. The decision on appeal is final.","Setting the appeals deadline so short — 24 or 48 hours — that employees cannot reasonably prepare a response, which undermines the policy's fairness and can be used against the employer in litigation.",{"name":313,"plain_english":314,"sample_language":315,"common_mistake":316},"Suspension procedures","Details the conditions under which paid or unpaid suspension is used, who authorizes it, the maximum duration, and what happens at the end of the suspension period.","Suspension with pay may be authorized by [HR MANAGER / DIRECTOR] pending investigation of a serious allegation. Suspension without pay may be used as a disciplinary step following a final written warning. Maximum suspension duration: [5] business days.","Failing to distinguish paid from unpaid suspension — subjecting an exempt salaried employee to unpaid suspension for less than a full workweek can destroy the FLSA exempt status, creating overtime liability.",{"name":318,"plain_english":319,"sample_language":320,"common_mistake":321},"Termination and final steps","Covers the conditions that lead to termination at the end of the progressive process or immediately for gross misconduct, including authorization requirements, the exit process, and final pay handling.","Termination decisions require approval from [HR DIRECTOR] and [DEPARTMENT HEAD]. The employee will receive a written termination letter on the day of separation. Final pay will be processed in accordance with [STATE / PROVINCIAL] law and company policy.","Not requiring dual authorization for terminations — allowing a single manager to terminate without HR review increases the risk of impulsive, undocumented, or discriminatory dismissals.",{"name":323,"plain_english":324,"sample_language":325,"common_mistake":326},"Policy review and updates","States how often the policy is reviewed, who owns the review, and how employees are notified of material changes.","This policy is reviewed annually by [HR DIRECTOR] and updated as needed to reflect changes in applicable law or company practice. Employees will be notified of material changes via [EMAIL / EMPLOYEE HANDBOOK UPDATE / INTRANET] within [30] days of the revision.","Publishing a policy with no review date — the document becomes outdated as employment law evolves and managers treat it as permanent, applying procedures that no longer reflect current legal standards.",[328,333,338,343,348,353,358,363],{"step":329,"title":330,"description":331,"tip":332},1,"Define the scope and covered employees","Identify every employment classification your company uses — full-time, part-time, temporary, and contract — and confirm which are covered by the policy. State all locations and business units.","If your company uses contractors or staffing agency workers, decide explicitly whether the policy applies and note it. Ambiguity invites disputes.",{"step":334,"title":335,"description":336,"tip":337},2,"List covered behaviors with a catch-all clause","Draft two lists: minor infractions subject to progressive discipline (e.g., tardiness, dress code violations) and serious violations subject to immediate termination (e.g., theft, violence, harassment). End each list with 'including but not limited to' to preserve flexibility.","Keep the gross misconduct list shorter and more specific than the minor infractions list — overly broad gross misconduct definitions get challenged in arbitration.",{"step":339,"title":340,"description":341,"tip":342},3,"Map the progressive discipline steps with timelines","Assign a specific improvement period to each step (e.g., 30 days after a verbal warning, 60 days after a written warning). State clearly when steps can be skipped for serious violations.","Avoid identical improvement periods for every step — a 30-day window for a written warning after a 30-day verbal warning is reasonable; the same window for a final warning signals the policy has no real teeth.",{"step":344,"title":345,"description":346,"tip":347},4,"Set documentation standards and signature language","Specify the form to use at each step, who must sign, the deadline for completing paperwork, and where originals are stored. Change employee signature lines to read 'signature acknowledges receipt, not agreement.'","If an employee refuses to sign, have a second manager witness the refusal and note it on the form — the record remains valid.",{"step":349,"title":350,"description":351,"tip":352},5,"Draft the appeals procedure with realistic deadlines","Give employees at least 5 business days to submit a written appeal and assign a specific reviewer (e.g., HR Director or VP of Operations) who was not involved in the original decision.","A credible appeals process is your best defense against wrongful termination claims — it demonstrates the company took the employee's perspective seriously before finalizing a decision.",{"step":354,"title":355,"description":356,"tip":357},6,"Insert state or provincial-specific requirements","Review the final pay timing rules, final-paycheck delivery requirements, and any mandatory notice obligations for your jurisdiction and add them to the termination section.","California requires same-day final pay on involuntary termination; many other states allow 72 hours or the next regular payday. Get the rule wrong and the penalty is typically one day's wages per day of delay.",{"step":359,"title":360,"description":361,"tip":362},7,"Have HR or legal review the suspension clause","Ask an employment attorney or senior HR professional to confirm that your unpaid suspension language does not inadvertently strip exempt employees of their FLSA overtime exemption.","The safest approach for exempt employees is suspension with pay pending investigation — reserve unpaid suspension for non-exempt hourly workers only.",{"step":364,"title":365,"description":366,"tip":367},8,"Distribute, acknowledge, and calendar the annual review","Publish the policy in the employee handbook, collect signed acknowledgments from all employees, and set a calendar reminder for the annual policy review 12 months from the effective date.","Collect acknowledgments digitally so you have a searchable record — paper acknowledgment forms filed in physical folders disappear exactly when you need them most.",[369,373,377,381],{"mistake":370,"why_it_matters":371,"fix":372},"Treating progressive steps as mandatory for gross misconduct","A policy that requires verbal and written warnings before termination can be read as contractually requiring those steps even for theft or harassment — leaving the company exposed to a breach-of-policy claim.","Include explicit language stating that the company reserves the right to skip any step, up to and including immediate termination, for conduct of sufficient severity.",{"mistake":374,"why_it_matters":375,"fix":376},"Using employee signature as proof of agreement","An employee who refuses to sign can stall the entire disciplinary process, and some employees argue the signature proves they admitted wrongdoing.","Change the signature line to 'I acknowledge receipt of this document and that it has been explained to me. My signature does not indicate agreement with the findings.'",{"mistake":378,"why_it_matters":379,"fix":380},"Omitting improvement timelines from written warnings","A written warning with no deadline gives the employee — and a future arbitrator — no clear standard for what 'improvement' means or by when it was expected.","State a specific behavior, a measurable standard, and a date: 'Attendance must improve to no more than one unexcused absence per 60-day period, effective immediately and reviewed on [DATE].'",{"mistake":382,"why_it_matters":383,"fix":384},"Applying the policy inconsistently across employees","Terminating one employee for an infraction that earned another employee only a verbal warning is the central fact pattern in most wrongful termination and discrimination claims.","Document every disciplinary action at every step, and have HR audit outcomes quarterly across demographic groups to identify unintentional patterns before they become legal exposure.",[386,389,392,395,398,401,404,407,410],{"question":387,"answer":388},"What is an employee disciplinary action policy?","An employee disciplinary action policy is a written HR document that defines how a company identifies conduct or performance issues, escalates them through a structured series of steps, and documents each stage of the process. It typically covers verbal warnings, written warnings, suspension, and termination, and applies consistently to all employees. The policy protects the employer from wrongful termination claims and gives employees clear expectations about the consequences of policy violations.\n",{"question":390,"answer":391},"What is progressive discipline?","Progressive discipline is a structured approach to corrective action that moves through escalating steps — typically verbal warning, written warning, final warning or suspension, and termination — before the employment relationship ends. Each step gives the employee an opportunity to correct the behavior and documents the employer's good-faith effort to do so. Most progressive discipline policies also reserve the right to skip steps for gross misconduct such as theft, violence, or harassment.\n",{"question":393,"answer":394},"Does every disciplinary situation require following all the steps?","No. A well-drafted policy explicitly reserves the employer's right to bypass earlier steps for serious violations. Gross misconduct — including theft, fraud, workplace violence, or harassment — typically warrants immediate termination without progressing through verbal and written warnings. The policy should define which categories of conduct trigger immediate termination so managers apply it consistently.\n",{"question":396,"answer":397},"What should a disciplinary action form include?","A disciplinary action form should identify the employee and manager, state the date and location of the disciplinary meeting, describe the specific policy violation or performance issue, reference any prior disciplinary steps, state the corrective action required and the improvement deadline, list the consequence if improvement does not occur, and include signature lines for the manager and employee with a receipt-only acknowledgment statement.\n",{"question":399,"answer":400},"Can an employee refuse to sign a disciplinary form?","Yes, and it does not invalidate the disciplinary action. If an employee refuses to sign, have a witness — typically a second manager or HR representative — document the refusal on the form and sign as a witness. The disciplinary record remains valid. The policy should specify this procedure explicitly so managers know how to handle refusals without escalating the situation.\n",{"question":402,"answer":403},"How long should disciplinary records be retained?","Most employment law practitioners recommend retaining disciplinary records for a minimum of three years after the action, or for the duration of employment plus three years for active employees. Some jurisdictions require longer retention periods for records related to discrimination investigations. Check the applicable federal, state, or provincial record retention rules for your location and industry.\n",{"question":405,"answer":406},"Do at-will employers need a disciplinary policy?","Yes. At-will employment allows termination for any lawful reason, but a documented disciplinary process significantly reduces the risk of wrongful termination and discrimination claims. Plaintiffs' attorneys look for inconsistency — one employee terminated without warning while another received multiple chances for the same infraction. A written, consistently applied policy is the employer's primary defense against those claims.\n",{"question":408,"answer":409},"How does a disciplinary action policy differ from a performance improvement plan?","A disciplinary action policy is the overarching framework governing all conduct and performance issues — it defines the steps, documentation requirements, and consequences. A performance improvement plan (PIP) is a specific document issued at a particular stage in the process, typically after a written warning, that sets measurable performance goals and a timeline. The PIP is a tool used within the policy, not a replacement for it.\n",{"question":411,"answer":412},"How often should a disciplinary action policy be reviewed?","Review the policy at least annually or whenever there is a material change in employment law in your jurisdiction, a significant change in company size or structure, or a pattern of disciplinary disputes suggesting the current process is unclear. Assign a specific owner — typically the HR Director — and calendar the review so it does not get skipped during busy periods.\n",[414,418,422,426],{"industry":415,"icon_asset_id":416,"specifics":417},"Retail and hospitality","industry-retail","High turnover and shift-based scheduling make consistent documentation critical; attendance and uniform compliance are the most common triggers for progressive discipline.",{"industry":419,"icon_asset_id":420,"specifics":421},"Manufacturing and warehousing","industry-manufacturing","Safety rule violations must be explicitly categorized — distinguishing between first-offense safety breaches that warrant immediate termination versus correctable process errors.",{"industry":423,"icon_asset_id":424,"specifics":425},"Healthcare","industry-healthtech","Patient safety incidents and HIPAA violations require a separate gross misconduct track that bypasses standard progressive steps and triggers mandatory reporting obligations.",{"industry":427,"icon_asset_id":428,"specifics":429},"Professional services","industry-professional-services","Conduct issues often involve client confidentiality or billing compliance, requiring the policy to reference professional ethics codes and licensing obligations as standards of conduct.",[431,435,438,440],{"vs":432,"vs_template_id":433,"summary":434},"Performance Improvement Plan","performance-improvement-plan-D13469","A performance improvement plan is a targeted document issued at a specific disciplinary stage that sets measurable goals and a correction timeline. A disciplinary action policy is the governing framework that determines when and how a PIP is used. You need the policy in place before the PIP is issued; the PIP is one tool the policy authorizes.",{"vs":235,"vs_template_id":436,"summary":437},"employee-warning-notice-D13524","A warning notice is a single-event document recording one disciplinary step. A disciplinary action policy is the organization-wide framework that defines all the steps, the documentation requirements, and the escalation path. The warning notice is completed under the authority of the policy, not in place of it.",{"vs":135,"vs_template_id":246,"summary":439},"An employee handbook is a broad reference document covering all workplace policies — compensation, benefits, leave, and conduct. A disciplinary action policy is a standalone, detailed document covering the specific mechanics of corrective action that is typically incorporated into the handbook by reference. The policy can and should exist independently so it can be updated without republishing the entire handbook.",{"vs":121,"vs_template_id":243,"summary":441},"A dismissal letter is the formal communication issued at the end of the disciplinary process when termination is the outcome. The disciplinary action policy establishes the process that makes the termination defensible. Without the documented process behind it, a dismissal letter alone provides limited protection against a wrongful termination claim.",{"use_template":443,"template_plus_review":447,"custom_drafted":451},{"best_for":444,"cost":445,"time":446},"Small and mid-size businesses establishing a discipline process for the first time","Free","1–2 hours to customize and distribute",{"best_for":448,"cost":449,"time":450},"Businesses in heavily regulated industries or jurisdictions with strict employment laws (e.g., California, Ontario, UK)","$300–$800 for an employment attorney review","3–5 business days",{"best_for":452,"cost":453,"time":454},"Unionized workplaces, companies with collective bargaining agreements, or employers with prior wrongful termination exposure","$1,500–$4,000+","2–4 weeks",[456,457],"progressive-discipline-best-practices","documenting-employee-performance-issues",[236,240,243,246,459,460,461,462,250,463,464,465],"employment-agreement_at-will-employee-D541","job-offer-letter-long-D12769","non-disclosure-agreement-nda-D12692","checklist-when-should-you-fire-an-employee-D507","attendance-policy-D12625","code-of-conduct-and-ethics-policy-D13626","exit-interview-form-D510",{"emit_how_to":467,"emit_defined_term":467},true,{"primary_folder":95,"secondary_folder":469,"document_type":470,"industry":471,"business_stage":472,"tags":473,"confidence":478},"conduct-and-discipline","policy","general","all-stages",[474,470,475,476,477],"compliance","employee-discipline","conduct-policy","hr-operations",0.98,"\u003Ch2>What is an Employee Disciplinary Action Policy?\u003C/h2>\n\u003Cp>An \u003Cstrong>Employee Disciplinary Action Policy\u003C/strong> is a written HR policy document that defines how an organization identifies, addresses, and escalates employee conduct and performance issues through a structured, consistent process. It establishes the specific steps — from verbal warning through termination — that managers must follow, the documentation required at each stage, and the rights employees retain throughout. Rather than leaving individual managers to handle incidents ad hoc, the policy creates a single standard applied equally across the organization, reducing both inconsistency and the legal exposure that inconsistency produces.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written disciplinary policy, every conduct issue becomes an improvised decision — and improvised decisions across different managers, departments, or employee demographics are the factual foundation of most wrongful termination and discrimination claims. When one employee is terminated without warning for an infraction that earned another employee three chances, the disparity is difficult to explain and expensive to defend. A documented, consistently applied policy closes that gap before it opens. It also gives employees clear notice of the standards they are held to and the consequences of falling short, which reduces disputes about whether the process was fair. For businesses operating in jurisdictions where employment law requires documented just cause for termination, this policy is the record that makes that cause defensible.\u003C/p>\n",1779480652246]