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Progressive Discipline
The purpose of this policy is to
state Spelman's position on administering equitable and consistent
discipline for unsatisfactory conduct in the workplace. The best
disciplinary measure is the one that does not have to be enforced and
comes from good leadership and fair supervision at all employment
levels.
Spelman's own best interest lies in
ensuring fair treatment of all employees and in making certain that
disciplinary actions are prompt, uniform, and impartial. The major
purpose of any disciplinary action is to correct the problem, prevent
recurrence, and prepare the employee for satisfactory service in the
future.
Although employment with Spelman is based on
mutual consent and both the employee and Spelman have the right to
terminate employment at will, with or without cause or advance notice,
Spelman may use progressive discipline at its discretion.
Disciplinary action may call for any
of four steps depending on the severity of the problem and the number
of occurrences:
1.
Verbal warning
2.
Written warning
3.
Suspension with or without pay
4.
Termination of employment
There may be circumstances when one
or more steps are bypassed.
Progressive discipline means that, with respect to
most disciplinary problems, these steps will normally be followed: a
first offense may call for a verbal warning; a next offense may be
followed by a written warning; another offense may lead to a
suspension; and, still another offense may then lead to termination of
employment.
Spelman recognizes that there are
certain types of employee problems that are serious enough to justify
either a suspension, or, in extreme situations, termination of employment,
without going through the usual progressive discipline steps.
While it is impossible to list every type of
behavior that may be deemed a serious offense, the Employee Conduct and
Work Rules policy includes examples of problems that may result in
immediate suspension or termination of employment. However, the
problems listed are not all necessarily serious offenses, but may be
examples of unsatisfactory conduct that will trigger progressive
discipline.
By using progressive discipline, we
hope that most employee problems can be corrected at an early stage,
benefiting both the employee and Spelman.
Policy No. 716 Effective Date: 9/1/2000
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