Corrective Action Process. If a supervisor has reason to issue Corrective Action to a Bargaining Unit Employee, the supervisor shall make a reasonable effort to impose such Corrective Action in a timely manner that will not unduly embarrass the employee before other bargaining unit and non-bargaining unit employees, the residents, family members or the public. All employees are entitled to be treated with respect and dignity at all times. If any conversation may lead to Corrective Action, the employee shall be informed of such and shall be given the opportunity to have Union representation present during such conversation. Such conversation shall include the supervisor’s explanation of why the Bargaining Unit Employee is being investigated or issued Corrective Action. The supervisor may also elect to have a witness present during the conversation. In a situation involving suspension of a Bargaining Unit Employee, the supervisor will provide explanation to the Bargaining Unit Employee for why the suspension is being given before the suspension begins. If a suspension is given for the purpose of investigation and such investigation is unable to substantiate the allegation(s) then the Bargaining Unit Employee will be paid for the time spent on suspension. The Bargaining Unit Employee will receive that pay on the pay period following the suspension.
Corrective Action Process. Suppose a supervisor has reason to issue Corrective Action to a
Corrective Action Process. Where in the opinion of the Company, discharge is not appropriate, corrective action will be applied. A meeting will be held with the employee to review the circumstances of the situation to determine the degree of disciplinary action to be taken. The Employer will notify the employee of the allegations as soon as it is prepared to present them. A Shop Xxxxxxx will be in attendance.
Corrective Action Process. Suppose a supervisor has reason to issue Corrective Action to a Bargaining Unit Employee. In that case, the supervisor shall make a reasonable effort to promptly implement the Corrective Action in private. All disciplinary action shall abide by the Grievance and Arbitration Procedure Article. All disciplinary action shall generally be taken within fourteen (14) calendar days of the event giving rise to the disciplinary action or the date the Employer completed an investigation that results in disciplinary action, whichever is later. All facility employees should treat each other with respect and dignity. Any communication between a supervisor and a union member may lead to Corrective Action. In that case, the supervisor will notify the member and allow a reasonable opportunity for a Union representative of the member’s choice to join the subsequent discussion. During the discussion, the supervisor will inform the member why they are being investigated or issued Corrective Action while identifying the specific Employer policy(s) supporting the Corrective Action. The supervisor may also have a witness join the conversation. In a situation involving the suspension of a member, the supervisor will also explain why the suspension will occur before the completion of the Employer’s due diligence regarding the determination of the Corrective Action. Suppose a supervisor suspends a member before completing an investigation that does not substantiate the initial allegation(s). In that case, the Employer will compensate the member for scheduled workdays missed due to the suspension, per the Employer’s pay practices.
Corrective Action Process. A process for timely correction of deficiencies identified by internal or external assessments, inspections, investigations and reviews.
Corrective Action Process. 8.1 All [*] issues shall be resolved to root cause. These issues will be tracked by the EMC Supplier Engineer and communicated back to McDATA.
Corrective Action Process. The District shall have the right to discipline or discharge an employee for just cause. The issue of just cause shall be resolved in accordance with Article 4 hereinafter provided. Whenever the District has reason to correct the actions or behaviors of an employee, the correction shall be done in a reasonable manner which, whenever possible, will avoid embarrassment of the employee before other employees or the public. The District and Union believe in the concept of Corrective Action – actions taken by the District to change the behavior of an employee. Corrective action does not automatically result in discipline but rather is focused on changing the behavior of employees to improve their conduct. Corrective action may include verbal counsel, letters of direction or disciplinary actions, including letters of reprimand, suspension and termination.
Corrective Action Process. The Corrective Action process applies to inappropriate behaviors which do not normally warrant immediate discharge. Corrective action provides employees with an opportunity to correct inappropriate behavior to avoid being discharged. The following describes the formal corrective action steps and is not intended to cover the informal coaching and counseling which may precede formal corrective action: • Verbal Warning • First Written Warning • Second Written Warning • Discharge In most situations, each step is followed in progression (i.e., verbal, first written, second written, and then, if necessary, discharge). However, depending on the severity of the situation, one or more of the steps may be skipped. Typically, the second written warning contains an action plan that outlines action the employee must take to correct the inappropriate behavior and meet management's expectations. The employee is expected to participate in developing the plan by identifying the actions he/she will take to meet expectations. This discussion should be documented and attached to the Corrective Action Notice.
Corrective Action Process. .01 A firefighter who has completed their probationary period may be disciplined or discharged for just cause.
Corrective Action Process. 9.2 The normal application of progressive discipline is verbal reprimand (Step 1), one or more written reprimands (Step 2), and one or more suspensions (Step 3) prior to termination, depending on the seriousness of the offense. It is recognized that in some cases a suspension or immediate termination may be appropriate provided that the determination is not arbitrary or capricious. Depending upon the severity of the offense, one or more steps in the progressive disciplinary process may be eliminated.
