Page History
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Level | What | Who | Corrective Action | Documentation |
---|---|---|---|---|
1 | Employee has a performance issue or has committed a minor violation of the Code of Conduct; the behavior does not yet require an Action Plan or Standards of Performance | Supervisor |
| Notes are maintained by Supervisor* in informal staff working file - should not go in Reliant Employee File All notes must include only objective and observable behavior. The ; the notes should not have any personal opinions or commentary by the supervisor |
2 | Performance issue has not resolved or the employee has continued to violate the Code of Conduct after after Level 1 action -OR- The violation of the Code of Conduct is is more severe -OR- The employee violated one of the policies contained in the Standards of Conduct | Supervisor & Program Lead |
| Action Plan is maintained by Supervisor in informal staff working file until complete; once plan is completed, send to Program Lead to place in Reliant Employee File |
3 | Action Plan is not completed satisfactorily -OR- The violation of the Code of Conduct or a policy within the Standards of Conduct is very severe but does not warrant immediate termination | Supervisor & Program Lead |
| Standards of Performance is maintained by Supervisor with support from Program Leader; placed in Reliant Employee File once complete |
4 | Employee exhausts all notices in the Standards of Performance -OR- Employee commits dischargeable offense | Supervisor, Program Lead & HR Compliance Officer |
| Any Action Plans or SOPs with appropriate documentation or a summary of dischargeable offense is placed in Employee File; all documentation of any additional notes about discussions or counseling should discussions, counseling, or other actions will be added to Employee File |
*In some situations, the Program Lead may act as the Supervisor.
Action Levels
The below chart is meant to be used for guidance to determine what steps to take in the Corrective Action process. Please consult with your Program Lead or the HR Compliance Officer for further assistance.
Level | Examples |
---|---|
1 | Not completing assigned tasks on time Job performance/quality of work not meeting expectations Gossiping about a fellow staff member |
2 | Refusing to complete assigned tasks An occasion of drunkenness |
3 | |
4 | Sexual harassment, misconduct, or assault Stealing from church funds Retaliation against an employee who made a good faith report of harassment |
NotesOther notes:
- Seek to find a loving balance between accountability and grace when addressing employee issues.
- When counseling the employee, discuss what the root issue may be that is leading to the poor performance or violation of Code of Conduct; however avoid assumptions and do not document any details beyond what is observable and objective in staff working file.
- To determine level, consider if the cause was a lack of skill/knowledge or a behavior issue.
- When coaching, always make sure that the employee is aware of the consequences of continued low performance or additional violations.
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