Sexual Harassment
Guidelines for written warnings

The discipline and dismissal guidelines provided to managers include some detailed information about legal considerations and procedural guidelines. They then go on to provide the following:

A. Verbal warning

The employee is to be interviewed by the supervisor in private and made aware of the rule being abused or the performance problem. Any explanation the employee has to offer is to be heard and considered. Finally, the employee is to be made aware of the improvement expected. The date and content of the discussion are to be recorded in a memorandum to be retained in the employee's personnel file.

B. Written Warning(s)

If the desired degree of improvement does not follow the verbal warning or if a further incident occurs, whether it is a repetition of the first or a different infraction, a written warning is to be given to the employer by the Manager following agreement with the Personnel Department.
The written warning should include:
  1. a confirmation of the warning discussion;
  2. a statement of the rule or standard abused or the nature of the unsatisfactory performance;
  3. a statement describing the improvement that is required; and
  4. if an infraction such as punctuality or a relatively minor performance problem is under review, a statement that further disciplinary action will follow if corrective action is not adopted to bring about immediate and continuing improvement; or
  5. if a more serious infraction such as insubordination or a major departure from rules and regulations is under review, a statement that failure to exhibit immediate and continuing improvement will provide cause for termination of employment without further notice or payment in lieu thereof;
  6. any written warning is to be acknowledged by the employee in writing and a copy retained in the individual's personnel file.

C. Final Written Warnings

  1. in most cases of progressive discipline a second (or final) letter of warning is to be issued by the Manager following agreement with the Personnel Department. The timing of this letter will be subject to clear evidence that the employee has failed to heed the warning previously given.
A failure of an employee to properly respond to progressive discipline that has been administered as outlined will provide justifiable cause for dismissal.

The corporation is concerned that its employee relations be based upon mutual trust. In order to maintain the trust of the employees, the corporation must act and be seen to act in a fair and consistent manner. Guidance and counseling provided during the course of day-to-day supervision will, in the majority of cases, serve to avoid the necessity of the formal disciplinary procedures set out above. However, when informal discussion or verbal reprimands fail to bring about the desired improvement there is a need for careful and deliberate corrective action which is part of a progressive discipline program.

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