[{"data":1,"prerenderedAt":492},["ShallowReactive",2],{"document-progressive-discipline-policy-D728":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":183,"customdescription":6,"mdFm":184,"mdProseHtml":491},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":15,"keywords":22},"Progressive Discipline Policy Purpose To establish rules pertaining to employee conduct, performance, and responsibilities so that all personnel can conduct themselves according to certain rules of good behavior and good conduct. The purpose of these rules is not to restrict the rights of anyone, but rather to help people work together harmoniously according to the standards we have established for efficient and courteous service for our customers. Reasonable rules concerning personal conduct of employees are necessary if the facility is to function safely and effectively. You will be kept informed of department rules and changes to those rules by your supervisor or department head. The company believes that you want to, and will, do a good job if you know what is required to perform your job properly. Your supervisor is responsible for ensuring that you know what is expected of you in your job. Further, it is company policy that employees be given ample opportunity to improve in their job performance. Policy Degrees of discipline are generally progressive and are used to ensure that the employee has the opportunity to correct his or her performance. There is no set standard of how many oral warnings must be given prior to a written warning or how many written warnings must precede termination. Factors to be considered are: How many different offenses are involved The seriousness of the offense The time interval and employee response to prior disciplinary action(s) Previous work history of the employee Exceptions For serious offenses, such as fighting, theft, insubordination, threats of violence, the sale or possession of drugs or abuse of alcohol on company property, etc., termination may be the first and only disciplinary step taken. Any step or steps of the disciplinary process may be skipped at the discretion of [YOUR COMPANY NAME] after investigation and analysis of the total situation, past practice, and circumstances. In general, several oral warnings should, at the next infraction, be followed by a written warning, followed at the next infraction by discharge. This is especially true in those cases where the time interval between offenses is short and the employee demonstrates a poor desire to improve his/her performance. Penalties for Specific Offenses Penalties for Group 1: First offense: Oral or written reprimand Second offense: Suspension or termination Group 1 Offenses include: knowingly filling out time sheet of another employee having one's sheet filled out by another employee, or unauthorized altering of a time sheet being tardy habitually without reasonable cause being absent without notification or excuse leaving your job or your regular working place during working hours for any reason without authorization from your supervisor, except for lunch, rest periods and going to the restrooms disorderly conduct on company property immoral conduct or indecency on company property leaving work before end of shift or not being ready to go to work at the start of shift interfering with the work of other employees inefficiency or lack of application of effort on the job violations of company policies outlined in sections of this policy manual contributing to unsanitary conditions or poor housekeeping imperiling the safety of other employees malicious gossip and/or the spreading of rumors Penalties for Group 2: First offense: Suspension or termination Group 2 Offenses include: gambling on company property possession of narcotics, or consuming narcotics on company property reporting for work in an intoxicated condition responsibility for instigating fighting on company property dishonesty or removal of another employee's property or company property without permission willful destruction of company property insubordination (Refusal to perform service connected with an employee's immediate supervisor or refusal to obey any reasonable order given by an employee's supervisor or by management) misrepresentation of physical condition or other important facts in seeking employment refusal to perform work assigned to an employee absence for two consecutive working days without notification to the company or without acceptable excuse petty thievery possession of firearms, fireworks or explosives on company property without permission from management Probation You may be placed on probation in connection with the written warning for a period of time determined by [YOUR COMPANY NAME]. Wage increases, vacations and transfers will not be given during this period, but all other benefits will continue. Investigative suspension An investigative suspension is a period, not to exceed [NUMBER] working days, during which time an employee is relieved of his or her job because of alleged serious misconduct",null,"Progressive Discipline Policy","4",52,"doc","https://templates.business-in-a-box.com/imgs/1000px/progressive-discipline-policy-D728.png","https://templates.business-in-a-box.com/imgs/250px/728.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#728.xml",{"title":6,"description":6},[16,19],{"label":17,"url":18},"Human Resources","/templates/human-resources/",{"label":20,"url":21},"Company Policies","/templates/company-policies/","progressive discipline policy","Progressive Discipline Policy Template","https://templates.business-in-a-box.com/imgs/400px/728.png",[26,16,19],{"label":27,"url":28},"Templates","/templates/",[30,31,32],{"label":27,"url":28},{"label":17,"url":18},{"label":33,"url":34},"Conduct & Discipline","/templates/conduct-and-discipline/",[36,40,44,48,52,56,60,64,68,72,76,80,84,104,121,135,150,168],{"label":37,"url":38,"thumb":39,"extension":10},"Checklist Progressive Discipline","/template/checklist-progressive-discipline-D617","https://templates.business-in-a-box.com/imgs/250px/617.png",{"label":41,"url":42,"thumb":43,"extension":10},"Checklist Progressive Discipline Documentation","/template/checklist-progressive-discipline-documentation-D616","https://templates.business-in-a-box.com/imgs/250px/616.png",{"label":45,"url":46,"thumb":47,"extension":10},"AI Policy","/template/ai-policy-D13598","https://templates.business-in-a-box.com/imgs/250px/13598.png",{"label":49,"url":50,"thumb":51,"extension":10},"Application Policy","/template/application-policy-D13439","https://templates.business-in-a-box.com/imgs/250px/13439.png",{"label":53,"url":54,"thumb":55,"extension":10},"Attendance Policy","/template/attendance-policy-D12625","https://templates.business-in-a-box.com/imgs/250px/12625.png",{"label":57,"url":58,"thumb":59,"extension":10},"Backup Policy","/template/backup-policy-D13249","https://templates.business-in-a-box.com/imgs/250px/13249.png",{"label":61,"url":62,"thumb":63,"extension":10},"Billing Policy","/template/billing-policy-D13603","https://templates.business-in-a-box.com/imgs/250px/13603.png",{"label":65,"url":66,"thumb":67,"extension":10},"Branding Policy","/template/branding-policy-D13606","https://templates.business-in-a-box.com/imgs/250px/13606.png",{"label":69,"url":70,"thumb":71,"extension":10},"Cancellation Policy","/template/cancellation-policy-D12627","https://templates.business-in-a-box.com/imgs/250px/12627.png",{"label":73,"url":74,"thumb":75,"extension":10},"Complaint Policy","/template/complaint-policy-D12631","https://templates.business-in-a-box.com/imgs/250px/12631.png",{"label":77,"url":78,"thumb":79,"extension":10},"Cookie Policy","/template/cookie-policy-D13174","https://templates.business-in-a-box.com/imgs/250px/13174.png",{"label":81,"url":82,"thumb":83,"extension":10},"Credit Policy","/template/credit-policy-D12633","https://templates.business-in-a-box.com/imgs/250px/12633.png",{"description":85,"descriptionCustom":6,"label":86,"pages":87,"size":88,"extension":10,"preview":89,"thumb":90,"svgFrame":91,"seoMetadata":92,"parents":94,"keywords":93,"url":103},"[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",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":93,"description":6},"warning notice",[95,97,100],{"label":17,"url":96},"human-resources",{"label":98,"url":99},"Motivation & Appreciation","motivation-appreciation",{"label":101,"url":102},"Behavior & Discipline","employee-behavior-discipline","/template/warning-notice-D622",{"description":105,"descriptionCustom":6,"label":106,"pages":107,"size":88,"extension":10,"preview":108,"thumb":109,"svgFrame":110,"seoMetadata":111,"parents":113,"keywords":112,"url":120},"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. 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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":128,"description":6},"employee dismissal letter",[130,131],{"label":17,"url":96},{"label":132,"url":133},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":136,"descriptionCustom":6,"label":137,"pages":138,"size":139,"extension":10,"preview":140,"thumb":141,"svgFrame":142,"seoMetadata":143,"parents":144,"keywords":148,"url":149},"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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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. 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NOW, THEREFORE, it is agreed as follows: NON-DISCLOSURE OF CONFIDENTIAL INFORMATION Both Parties understand and agree that each Party may have access to the confidential information of the other party. For the purposes of this Agreement, \"Confidential Information\" means proprietary and confidential information about the Disclosing Party's (or it's suppliers') business or activities. Such information includes all business, financial, technical, and other information marked or designated by such Party as \"confidential\" or \"proprietary.\" Confidential Information also includes information which, by the nature of the circumstances surrounding the disclosure, ought in good faith to be treated as confidential. For the purposes of this Agreement, Confidential Information does not include: Information that is currently in the public domain or that enters the public domain after the signing of this Agreement. Information a Party lawfully receives from a third Party without restriction on disclosure and without breach of a non-disclosure obligation. Information that the Receiving Party knew prior to receiving any Confidential Information from the Disclosing Party. Information that the Receiving Party independently develops without reliance on any Confidential Information from the Disclosing Party. Each Party agrees that it will not disclose to any third Party or use any Confidential Information disclosed to it by the other Party except when expressly permitted in writing by the other Party. Each Party also agrees that it will take all reasonable measures to maintain the confidentiality of all Confidential Information of the other Party in its possession or control. TERM The term of this Agreement is [number] of [years/months] from the date of execution by both Parties. TITLE The Receiving Party agrees that all Confidential Information furnished by the Disclosing Party shall remain the sole property of the Disclosing Party. DISCLAIMER","Non Disclosure Agreement Nda","3","https://templates.business-in-a-box.com/imgs/1000px/non-disclosure-agreement-nda-D12692.png","https://templates.business-in-a-box.com/imgs/250px/12692.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12692.xml",{"title":176,"description":6},"non disclosure agreement nda",[178,179],{"label":165,"url":166},{"label":180,"url":181},"Confidentiality Agreements","confidentiality-agreement","/template/non-disclosure-agreement-nda-D12692",false,{"seo":185,"reviewer":197,"quick_facts":201,"at_a_glance":203,"personas":207,"variants":232,"glossary":259,"sections":289,"how_to_fill":335,"common_mistakes":376,"faqs":401,"industries":429,"comparisons":446,"diy_vs_pro":457,"related_template_ids_curated":470,"schema":478,"classification":480},{"meta_title":186,"meta_description":187,"primary_keyword":188,"secondary_keywords":189},"Progressive Discipline Policy Template | BIB","Free progressive discipline policy template for documenting performance and conduct issues.","progressive discipline policy template",[22,190,191,192,193,194,195,196],"employee discipline policy template","progressive discipline procedure","workplace discipline policy template","employee corrective action policy","progressive discipline policy word","HR discipline policy template","employee performance discipline policy",{"name":198,"credential":199,"reviewed_date":200},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":202,"legal_review_recommended":183,"signature_required":183},"medium",{"what_it_is":204,"when_you_need_it":205,"whats_inside":206},"A Progressive Discipline Policy is a formal HR document that defines a structured, step-by-step process for addressing employee conduct and performance issues — typically moving from a verbal warning through written warning, suspension, and termination. This free Word download gives you an editable, manager-ready policy you can tailor to your organization and export as PDF for inclusion in an employee handbook or HR manual.\n","Use it when onboarding new employees, updating an existing employee handbook, or responding to a pattern of conduct or performance issues that requires a documented, consistent management process. It is especially critical before a termination decision is challenged.\n","Purpose and scope, definitions of disciplinary levels, conduct and performance triggers, step-by-step procedures for each stage, documentation requirements, manager and HR responsibilities, appeal rights, and exceptions for immediate termination.\n",[208,212,216,220,224,228],{"title":209,"use_case":210,"icon_asset_id":211},"HR managers","Standardizing disciplinary procedures across departments and locations","persona-hr-manager",{"title":213,"use_case":214,"icon_asset_id":215},"Small business owners","Establishing a formal discipline process before the first termination dispute","persona-small-business-owner",{"title":217,"use_case":218,"icon_asset_id":219},"Operations directors","Ensuring front-line supervisors follow a consistent, documented process","persona-operations-director",{"title":221,"use_case":222,"icon_asset_id":223},"Startup founders","Building foundational HR infrastructure as headcount grows past 10 employees","persona-startup-founder",{"title":225,"use_case":226,"icon_asset_id":227},"Office managers","Handling performance issues in the absence of a dedicated HR department","persona-office-manager",{"title":229,"use_case":230,"icon_asset_id":231},"Legal and compliance officers","Reducing wrongful termination exposure by formalizing the disciplinary record","persona-legal-counsel",[233,236,240,244,248,252,255],{"situation":234,"recommended_template":7,"slug":235},"General conduct and attendance issues across all departments","progressive-discipline-policy-D728",{"situation":237,"recommended_template":238,"slug":239},"Documenting a single formal warning with a corrective action plan","Employee Written Warning","warning-notice-D622",{"situation":241,"recommended_template":242,"slug":243},"Recording a performance improvement plan alongside discipline","Performance Improvement Plan (PIP)","how-to-create-a-performance-improvement-plan-D12564",{"situation":245,"recommended_template":246,"slug":247},"Communicating termination at the end of the disciplinary process","Employee Termination Letter","employee-dismissal-letter-D508",{"situation":249,"recommended_template":250,"slug":251},"Documenting a verbal counseling session informally","Employee Counseling Form","employee-referral-form-D13675",{"situation":253,"recommended_template":137,"slug":254},"Establishing the full set of workplace conduct expectations","employee-handbook-D712",{"situation":256,"recommended_template":257,"slug":258},"Investigating a serious misconduct allegation before discipline","Workplace Investigation Report","incident-investigation-policy-D13841",[260,263,266,269,271,274,277,280,283,286],{"term":261,"definition":262},"Progressive Discipline","A structured corrective process that applies increasingly serious consequences for repeated or escalating conduct or performance issues, giving employees the opportunity to improve at each stage.",{"term":264,"definition":265},"Verbal Warning","The first formal step in a disciplinary process — a documented oral notice to an employee that a specific behavior or performance gap must be corrected.",{"term":267,"definition":268},"Written Warning","A formal written notice that records the specific violation, prior warnings, required corrective action, and the consequence if the issue continues.",{"term":242,"definition":270},"A written plan that sets specific, measurable performance targets an employee must meet within a defined timeframe — often issued alongside or instead of a written warning.",{"term":272,"definition":273},"Corrective Action","Any documented step — coaching, warning, suspension, or demotion — taken to address a conduct or performance issue and give the employee an opportunity to improve.",{"term":275,"definition":276},"At-Cause Termination","Dismissal based on documented evidence of serious misconduct or sustained failure to improve after disciplinary steps — as opposed to layoff or position elimination.",{"term":278,"definition":279},"Final Written Warning","The last formal notice before termination, stating explicitly that the next violation or failure to improve will result in immediate dismissal.",{"term":281,"definition":282},"Suspension","A temporary removal of an employee from the workplace, with or without pay, typically used after a written warning or during an investigation into serious misconduct.",{"term":284,"definition":285},"Gross Misconduct","A serious breach of workplace rules — such as theft, violence, harassment, or fraud — that typically warrants immediate termination without prior disciplinary steps.",{"term":287,"definition":288},"Disciplinary Record","The cumulative file of documented warnings, counseling notes, PIPs, and management responses related to a specific employee's conduct or performance history.",[290,295,300,305,310,315,320,325,330],{"name":291,"plain_english":292,"sample_language":293,"common_mistake":294},"Purpose and scope","States why the policy exists, which employees it covers, and what goals it serves — consistent treatment, documentation, and legal protection.","This Progressive Discipline Policy applies to all [COMPANY NAME] employees in [LOCATIONS / DEPARTMENTS] and is designed to provide a fair, consistent process for addressing conduct and performance issues while giving employees a clear opportunity to correct behavior.","Scoping the policy to 'full-time employees only' without addressing part-time, contract, or probationary workers — leaving those groups in a legal gray zone when discipline is needed.",{"name":296,"plain_english":297,"sample_language":298,"common_mistake":299},"Policy statement and guiding principles","Explains the organization's philosophy — that discipline is corrective first and punitive only when correction has failed — and establishes management's obligation to apply the policy consistently.","[COMPANY NAME] believes that most performance and conduct issues can be resolved through clear communication and support. Discipline will be applied consistently and without regard to race, gender, age, or any other protected characteristic.","Omitting a consistency statement. Without it, selective application of discipline across protected classes creates disparate-impact exposure.",{"name":301,"plain_english":302,"sample_language":303,"common_mistake":304},"Definitions of disciplinary levels","Describes each stage in the process — verbal warning, written warning, final written warning, suspension, and termination — with a plain-English explanation of what each stage means and when it applies.","Stage 1 — Verbal Warning: A documented oral notice issued by the employee's direct manager. Stage 2 — Written Warning: A formal written record of the violation and required correction. Stage 3 — Final Written Warning: Explicit notice that the next violation will result in termination.","Defining stages but not specifying how long each warning stays active on record. Without a defined duration (e.g., 12 months), managers cannot determine whether a new issue is a first or second offense.",{"name":306,"plain_english":307,"sample_language":308,"common_mistake":309},"Conduct and performance triggers","Lists the specific behaviors and performance gaps the policy addresses, organized by severity — from minor infractions (tardiness, dress code) to serious violations (harassment, insubordination) that may skip stages.","Minor infractions include: excessive tardiness (more than [X] occurrences in [Y] days), unauthorized breaks, and dress code violations. Serious infractions include: insubordination, workplace harassment, falsification of records, and theft. Gross misconduct warrants immediate termination.","Using catch-all language like 'other conduct unbecoming of an employee' as the only serious-infraction trigger. Courts require specificity — vague triggers have been used to argue the termination was pretextual.",{"name":311,"plain_english":312,"sample_language":313,"common_mistake":314},"Step-by-step disciplinary procedure","Walks managers through what to do at each stage — how to document the meeting, who must be present, what the employee must sign, and what happens if they refuse to sign.","At each disciplinary meeting: (1) State the specific violation and reference prior warnings. (2) Allow the employee to respond. (3) Complete the [DISCIPLINARY ACTION FORM] and have both parties sign. If the employee refuses to sign, note 'Employee declined to sign' and have a witness countersign.","Not specifying what happens when an employee refuses to sign. A policy that requires signature without a refusal protocol creates a gap that employees can exploit to delay formal documentation.",{"name":316,"plain_english":317,"sample_language":318,"common_mistake":319},"Documentation requirements","Specifies what must be recorded at each stage — date, violation, prior history, corrective action required, improvement timeline, and consequences of non-improvement — and where records are stored.","All disciplinary actions must be documented on the [DISCIPLINARY ACTION FORM], signed by the manager and, where possible, the employee, and filed in the employee's personnel file within [5] business days of the meeting. A copy is provided to the employee.","Storing disciplinary records only in email threads. If the HR platform or the manager's inbox is inaccessible, the documentation trail disappears — undermining the company's position in any dispute.",{"name":321,"plain_english":322,"sample_language":323,"common_mistake":324},"Manager and HR responsibilities","Defines who initiates discipline (the direct manager), who must be notified (HR), who approves each stage (HR or department head), and what training managers must complete before issuing warnings.","The direct manager is responsible for initiating and documenting all disciplinary actions. HR must be notified before any written warning, suspension, or termination is issued. All managers must complete [COMPANY NAME]'s disciplinary procedure training within [X] days of promotion to a supervisory role.","Not requiring HR sign-off before termination. Managers who terminate without HR review frequently skip documentation steps or violate policy — the leading cause of wrongful termination claims.",{"name":326,"plain_english":327,"sample_language":328,"common_mistake":329},"Employee appeal rights","Gives employees a defined window to challenge a disciplinary decision — typically 5 to 10 business days — and identifies who reviews the appeal and how the outcome is communicated.","An employee who believes a disciplinary action was applied unfairly may submit a written appeal to [HR DIRECTOR / DESIGNATED OFFICER] within [10] business days of receiving the notice. The appeal will be reviewed within [15] business days and the outcome communicated in writing.","Routing the appeal back to the same manager who issued the discipline. An impartial reviewer is essential — without one, the appeal process provides no real protection and may not satisfy an employment tribunal.",{"name":331,"plain_english":332,"sample_language":333,"common_mistake":334},"Exceptions: immediate termination","Lists the specific gross-misconduct categories that allow the employer to bypass progressive steps and terminate immediately, without prior warning or severance.","The following conduct may result in immediate termination without prior disciplinary steps: theft or misappropriation of company property, workplace violence or threats of violence, sexual harassment, falsification of records, and disclosure of confidential information to a competitor.","Listing gross-misconduct exceptions so broadly (e.g., 'any conduct the company deems serious') that every termination effectively bypasses the progressive process — defeating the policy's protective purpose.",[336,341,346,351,356,361,366,371],{"step":337,"title":338,"description":339,"tip":340},1,"Set the scope and covered employees","In the purpose section, identify every employment category the policy covers — full-time, part-time, probationary, and remote employees. State any exclusions explicitly.","Probationary employees are often excluded from progressive steps but should still be covered by gross-misconduct provisions — note this distinction in the scope clause.",{"step":342,"title":343,"description":344,"tip":345},2,"Define the active period for each warning level","Specify how long each stage of discipline remains on the employee's record — typically 6 to 12 months for verbal warnings and 12 to 18 months for written warnings — before resetting to a clean slate.","Align active periods with your review cycle. A 12-month active period that coincides with the annual performance review is easier for managers to track.",{"step":347,"title":348,"description":349,"tip":350},3,"List conduct and performance triggers by severity","Draft two lists: one for minor infractions eligible for Stage 1 (verbal warning) and one for serious infractions that may start at Stage 2 or 3. Add a separate gross-misconduct list for immediate-termination offenses.","Use specific, observable behaviors rather than broad categories. 'Three unexcused absences in a 30-day period' is enforceable; 'excessive absenteeism' invites disputes about what counts.",{"step":352,"title":353,"description":354,"tip":355},4,"Map the step-by-step procedure for each stage","For each disciplinary level, specify who must be present (manager, HR, witness), what form to complete, the timeline for issuing the notice, and what the employee must receive in writing.","Build a one-page manager checklist that mirrors this procedure — a checklist used at the meeting reduces documentation gaps by roughly half.",{"step":357,"title":358,"description":359,"tip":360},5,"Assign HR approval thresholds","Decide which stages require HR sign-off before action is taken. A common structure: manager can issue verbal warnings independently; HR must approve written warnings, suspensions, and terminations.","Require HR approval at least one stage earlier than you think necessary. Front-line managers consistently underestimate documentation requirements at the written-warning stage.",{"step":362,"title":363,"description":364,"tip":365},6,"Draft the appeal process with an independent reviewer","Set the appeal window (10 business days is standard), name the reviewer role (HR director, skip-level manager, or a designated committee), and commit to a written response within 15 business days.","Never route the appeal to the manager who issued the discipline — even if that person is correct, the appearance of bias undermines employee trust and makes the policy harder to defend externally.",{"step":367,"title":368,"description":369,"tip":370},7,"List gross-misconduct exceptions specifically","Enumerate the exact categories of conduct that allow immediate termination without progressive steps. Keep this list to genuinely serious offenses — the more you add, the less the progressive process means.","Cross-reference your gross-misconduct list against your employment contracts and any applicable collective agreement to confirm there are no conflicts.",{"step":372,"title":373,"description":374,"tip":375},8,"Publish and train managers before rollout","Add the policy to the employee handbook, distribute it to all employees, and collect signed acknowledgment forms. Train every manager on the procedure before the policy takes effect.","A 30-minute manager training session before rollout prevents more wrongful-termination claims than any policy language revision after the fact.",[377,381,385,389,393,397],{"mistake":378,"why_it_matters":379,"fix":380},"Skipping stages for difficult employees without documenting the reason","Jumping from a verbal warning to termination without following the policy's defined steps exposes the company to wrongful termination claims, even when the underlying conduct is legitimate grounds for dismissal.","Follow the defined steps or document the specific gross-misconduct exception that justifies skipping them. HR sign-off at each stage creates a defensible record.",{"mistake":382,"why_it_matters":383,"fix":384},"Using vague performance triggers like 'attitude problems' or 'not a team player'","Subjective language cannot be measured or rebutted — it signals bias to a tribunal and makes the disciplinary record legally indefensible.","Replace subjective descriptors with specific, observable behaviors: 'Failed to meet the agreed turnaround time of 24 hours on three documented occasions in the past 30 days.'",{"mistake":386,"why_it_matters":387,"fix":388},"Failing to give the employee a copy of the written warning","An employee who claims they never received notice of prior warnings can credibly argue the termination was the first they knew of a serious issue.","Build delivery confirmation into the documentation step — email with read receipt, physical signature, or a note in the personnel file confirming the copy was provided.",{"mistake":390,"why_it_matters":391,"fix":392},"Applying the policy inconsistently across managers or departments","Inconsistent application — faster progression for one demographic than another, or ignoring similar conduct in a different team — is the core fact pattern in disparate-treatment discrimination claims.","Require HR to review all formal disciplinary actions across departments quarterly and flag any patterns that suggest inconsistent application before they become litigation.",{"mistake":394,"why_it_matters":395,"fix":396},"Not reviewing the policy after organizational or legal changes","A policy written before a jurisdiction banned certain non-compete terms, changed minimum notice requirements, or updated anti-discrimination rules may inadvertently be non-compliant.","Schedule an annual policy review — in the first quarter of each calendar year — and cross-reference any changes to applicable employment legislation in your operating jurisdictions.",{"mistake":398,"why_it_matters":399,"fix":400},"Omitting an acknowledgment requirement for employees","Without a signed acknowledgment that the employee received and understood the policy, the employer cannot establish that the employee had notice of the rules they are accused of breaking.","Add an acknowledgment form to the end of the policy and collect signatures during onboarding and again each time the policy is materially updated.",[402,405,408,411,414,417,420,423,426],{"question":403,"answer":404},"What is a progressive discipline policy?","A progressive discipline policy is a formal HR document that defines a structured, step-by-step process for addressing employee conduct and performance issues. It typically moves through verbal warning, written warning, final written warning or suspension, and termination — giving the employee documented notice and a fair opportunity to improve at each stage before more serious consequences are applied.\n",{"question":406,"answer":407},"Is a progressive discipline policy legally required?","In most jurisdictions, no law explicitly requires a progressive discipline policy. However, having one — and following it consistently — is one of the most effective ways to defend against wrongful termination, unfair dismissal, and discrimination claims. Employment tribunals and courts routinely consider whether the employer followed a fair process, and a documented policy creates the evidence trail needed to demonstrate that.\n",{"question":409,"answer":410},"What are the typical stages of progressive discipline?","Most policies define four to five stages: verbal warning, written warning, final written warning (sometimes combined with a suspension), and termination. A performance improvement plan is often issued alongside the written warning stage. The number of stages and the duration of each can be adjusted to fit the organization's size and culture, but the key requirement is that each stage is documented and that the employee receives clear notice of what must change.\n",{"question":412,"answer":413},"When can an employer skip progressive discipline steps?","Employers can typically bypass progressive steps when an employee commits gross misconduct — defined in the policy as conduct serious enough to destroy the employment relationship immediately. Common examples include theft, workplace violence, sexual harassment, falsification of records, and deliberate disclosure of confidential information. The gross-misconduct exception must be listed specifically in the policy; a general \"at our discretion\" carve-out is not adequate protection.\n",{"question":415,"answer":416},"How long should each disciplinary warning stay active on record?","Most organizations set verbal warnings to expire after 6 to 12 months and written warnings after 12 to 18 months. After the active period, the warning is typically removed from the employee's personnel file or flagged as inactive, and the next offense is treated as a first occurrence at that level. Define these durations explicitly in the policy — without them, managers cannot consistently determine whether a new issue escalates or restarts the process.\n",{"question":418,"answer":419},"Can a progressive discipline policy be used for performance issues as well as conduct issues?","Yes, and most policies cover both. Conduct issues — attendance, behavior, policy violations — and performance issues — missing targets, quality failures, skill gaps — often follow the same disciplinary stages, though performance issues typically pair each stage with a performance improvement plan. Some organizations maintain separate procedures for each, which can be useful if performance gaps are primarily training-related rather than conduct-related.\n",{"question":421,"answer":422},"Does the employee have to sign the disciplinary notice?","Best practice is to request a signature as acknowledgment of receipt — not as agreement with the findings. If an employee refuses to sign, note the refusal on the form and have a witness countersign. The refusal itself does not invalidate the warning; the documentation of the refusal protects the employer's position if the employee later claims they were never formally warned.\n",{"question":424,"answer":425},"What should a manager do if an employee cries or becomes upset during a disciplinary meeting?","Pause the meeting, allow the employee to compose themselves, and offer a short break if needed. Do not continue the formal process while the employee is too distressed to meaningfully participate. Document in the meeting notes that a break was offered and the approximate duration of any pause. If the employee requests to reschedule, set a specific date within 48 hours — delaying longer than that weakens the corrective effect of the action.\n",{"question":427,"answer":428},"How often should a progressive discipline policy be reviewed and updated?","At minimum, review the policy annually — ideally in the first quarter of the year, aligned with any updates to employment law in your operating jurisdictions. Also trigger a review after any significant legal challenge to a termination decision, after a merger or acquisition that changes headcount or locations, and whenever you update the employee handbook or employment contracts that reference the policy.\n",[430,434,438,442],{"industry":431,"icon_asset_id":432,"specifics":433},"Retail and hospitality","industry-retail","High turnover and shift-based scheduling make consistent attendance tracking and documented verbal warnings at Stage 1 especially critical before escalating to written notice.",{"industry":435,"icon_asset_id":436,"specifics":437},"Manufacturing and warehousing","industry-manufacturing","Safety-rule violations often qualify as gross misconduct requiring immediate termination — the policy must explicitly list PPE non-compliance and lockout/tagout violations in the exceptions section.",{"industry":439,"icon_asset_id":440,"specifics":441},"Healthcare","industry-healthtech","Patient safety incidents may bypass progressive steps entirely; licensing and credentialing requirements mean the policy must coordinate with professional conduct board obligations.",{"industry":443,"icon_asset_id":444,"specifics":445},"Professional services","industry-professional-services","Client-facing confidentiality breaches and billable-hour falsification are typically classified as gross misconduct, while performance gaps around utilization rates follow the standard progressive track.",[447,450,453,455],{"vs":238,"vs_template_id":448,"summary":449},"employee-warning-notice-D502","A written warning is a single-instance document used to record one specific disciplinary event. A progressive discipline policy is the overarching framework that defines when and how warnings are issued, what comes next, and who is responsible at each stage. You need the policy before the warning — the warning is one output of the policy in action.",{"vs":242,"vs_template_id":451,"summary":452},"employee-performance-improvement-plan-pip-D12676","A PIP targets a specific performance gap with measurable improvement targets and a defined timeframe — typically 30 to 90 days. A progressive discipline policy is broader, covering both conduct and performance, and sets the procedural framework within which a PIP is issued. PIPs are typically deployed at the written-warning stage of a progressive process, not as standalone documents.",{"vs":246,"vs_template_id":247,"summary":454},"A termination letter communicates the end of employment at the conclusion of the disciplinary process. A progressive discipline policy is the process that leads to and legally supports that letter. A termination without a documented progressive process behind it is far harder to defend against wrongful dismissal claims.",{"vs":137,"vs_template_id":254,"summary":456},"An employee handbook is a comprehensive reference document covering all workplace policies — benefits, conduct expectations, leave, and more. A progressive discipline policy is a standalone document that is typically incorporated by reference into the handbook. The standalone version provides the procedural depth and HR-specific detail that a handbook chapter cannot accommodate.",{"use_template":458,"template_plus_review":462,"custom_drafted":466},{"best_for":459,"cost":460,"time":461},"Small businesses and startups building a first-time HR policy without a dedicated legal team","Free","1–2 hours to customize and publish",{"best_for":463,"cost":464,"time":465},"Companies with 25 or more employees, multi-jurisdiction operations, or a recent termination dispute","$300–$800 for an HR consultant or employment attorney review","3–5 business days",{"best_for":467,"cost":468,"time":469},"Unionized workplaces, regulated industries (healthcare, finance), or organizations with a prior EEOC or tribunal finding","$1,000–$3,500 for a custom policy drafted by employment counsel","1–3 weeks",[239,243,247,254,471,472,473,251,474,475,476,477],"employment-agreement_at-will-employee-D541","non-disclosure-agreement-nda-D12692","job-offer-letter-long-D12769","anti-harassment-policy-D12624","attendance-policy-D12625","code-of-conduct-D13318","how-to-review-employee-performance-D12595",{"emit_how_to":479,"emit_defined_term":479},true,{"primary_folder":96,"secondary_folder":481,"document_type":482,"industry":483,"business_stage":484,"tags":485,"confidence":490},"conduct-and-discipline","policy","general","all-stages",[486,487,481,488,489],"termination","progressive-discipline","employee-management","hr-policy",0.95,"\u003Ch2>What is a Progressive Discipline Policy?\u003C/h2>\n\u003Cp>A \u003Cstrong>Progressive Discipline Policy\u003C/strong> is a formal HR document that establishes a structured, step-by-step process for addressing employee conduct and performance issues — moving from coaching and verbal warnings through written warnings, suspension, and, where improvement does not occur, termination. Rather than leaving managers to respond to incidents inconsistently or reactively, the policy defines who does what at each stage, what must be documented, and how employees can appeal a decision they believe was applied unfairly. It functions as both an operational management tool and a legal protection, creating the documented record that organizations need to defend disciplinary and termination decisions.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written progressive discipline policy, every termination decision is a liability. Managers apply inconsistent standards across teams, employees claim they were never warned, and documentation gaps turn defensible dismissals into costly disputes. Employment tribunals and civil courts in most jurisdictions evaluate whether the employer followed a fair process — not just whether the conduct warranted dismissal. A policy that is consistently applied and properly documented shifts that burden significantly. Beyond legal protection, a clear progressive process gives employees the specific feedback and improvement timeline they need to course-correct, which reduces turnover among employees who would have succeeded with structured guidance. This template gives you the procedural framework, the stage definitions, and the documentation requirements to build that process in under two hours.\u003C/p>\n",1778696370529]