Progressive Disciplinary Action

The Company supports the use of progressive discipline to address issues such as poor work performance or behavior. Our progressive discipline policy is designed to provide a corrective action process to improve and prevent a recurrence of issues with behavior and/or performance. The Company reserves the right to combine or skip steps in this process depending on the facts of each situation and the nature of the offense. In other words, employees are not entitled to progressive discipline in lieu of immediate termination of employment. At all times, the Company reserves the right to determine appropriate discipline in its sole discretion. The level of disciplinary intervention may also vary. Some of the factors that will be considered are whether the offense is repeated despite coaching, counseling and/or training; the employee’s work record; and the impact the conduct and performance issues have on the Company.

Outlined below are the steps of our progressive discipline policy and procedure. At all times, the Company reserves the right to determine appropriate discipline in its sole discretion. This progressive discipline policy does not alter or limit the at-will employment relationship discussed in the Employee Handbook. The Company may terminate any employee’s employment, at any time, for any lawful reason, with or without notice.

• Training
• Verbal Warning
• Written Warning 
• Performance Improvement Plan 
• Penalties

Suspension from work with or without pay. The suspension can last anywhere from one day to one week, or longer.

• Termination of Employment

Note: Verbal cautions and verbal warnings are documented and put in the employee’s personnel file.

Employee Handbook violations by severity examples:

 Examples of performance issues/conduct that could result in a verbal caution. A supervisor verbally counsels an employee about an issue of concern, be it referred to behavior, performance, and/or attendance, and a written record of the discussion is placed in the employee’s personnel file for future reference. Examples: 

• Absenteeism/Tardiness
• Disregarding deadlines
• Lack of knowledge of Health & Safety standards
• On the phone while working
• 1 customer complaint in a month
• Minor offenses (one-time)

Stage 2. Examples:     

•  2 customer complaints in 1-2 months
• On-the-job minor mistakes
• Breach of dress code or smoking policy
• Failure to follow company cleaning systems or products
• Serious misconduct/ Repeating an offense for which a progressive discipline procedure already took place

Result of violation: Verbal Warning

 Examples of performance issues/conduct that could result in a written warning. A supervisor will give a written warning when the supervisor considers that the behavior, performance, or attendance violations are serious or in situations where a verbal warning has not helped change unacceptable behavior, performance, or attendance. Employees receive a copy of the written warning and should recognize the grave nature of such warnings. During this meeting the supervisor/ manager will generally describe the area of performance, personal conduct, attendance, or other work-related activity that is, or has remained below Company standards, noting any verbal discussion which may have occurred prior to the written conference.

Examples:

• 3 customer complaints in a quarter (Put in PIP)
• On-the-job major mistakes such as causing a $500 or more damage
• Rudeness to customers or partners
• Unwillingness to follow Health & Safety standards
• Severe violations 
• Repeating an offense for which a progressive discipline procedure already took place

An employee may be issued a Final Written warning. This may follow an initial written warning, or may be the first written discipline the employee receives, based upon the conduct and/or violation.

If an employee is consistently not meeting expectations or when the circumstances warrant, the Company may utilize a Performance Improvement Plan (PIP). A PIP may be used in conjunction with a verbal or written discipline, or be used without a discipline being issued. PIP status will last for a predetermined amount of time. Within the time period of the PIP, the employee must demonstrate a willingness and ability to meet and maintain the conduct and/or work requirements as specified by the supervisor and the Company. Regular meetings will take place to monitor progress towards established goals. At the end of the performance improvement period, the PIP may be closed or, if established goals are not met at any time during the PIP, termination or extended time period of PIP, may occur.

Examples of performance issues/conduct that could result in a suspension. Suspension is a more severe action that may be used in exceptional cases while an investigation is conducted or when the offense is serious, such as infractions of certain workplace conduct rules such as those regarding significant safety rules, workplace violence, discriminatory conduct, or illegal activity. Suspension will generally be without pay unless required by law.

If the suspension is with pay, employees will be required to use any available paid time off.

• A complaint after PIP 
• Substance abuse
• Retaliation against an employee.
• Not reporting a damage at a home
• Gross Negligence damage (caused with unauthorized use of cleaning products)
• Repeating an offense for which the employee has already been issued a discipline.

Examples of performance issues/conduct that could result in immediate termination.

•  Illegal behavior
• Theft
• Sexual Harassment
• Workplace Violence

The Company reserves the right to combine, repeat, or skip steps in this process depending on the facts of each situation and the nature of the offense. In other words, employees are not entitled to progressive discipline in lieu of immediate termination of employment.

Employees are provided the opportunity to add written comments to the documentation of the disciplinary action. The purpose is not to debate but rather to give the employee the chance to provide insight into extenuating circumstances that may have contributed to the employee’s poor performance or cause of the disciplinary action.