Counselling and Discipline Procedure Sample Clauses

Counselling and Discipline Procedure. 41.1 The Company will use its established discipline procedures, and if warranted, termination procedures. This applies if the employees are permanent employees. (a) The Company, normally the supervisor in the first instance, shall ensure that the employees have received sufficient training and shall counsel the employees by clearly communicating what standard or improvement is reasonably expected; and/or (b) the Company shall make clear to the employees the likelihood of further discipline and/or their dismissal if their work performance, capacity and/or conduct did not improve; and (c) the employees shall be allowed the opportunity to improve their performance, capacity, and/or conduct; and (d) the employees shall have an opportunity to respond to the allegations raised by the Employer. 41.2 If the employees fail to show cause as to why their employment should not be terminated, their employment will be terminated. 41.3 Where the employees’ employment is then terminated, notice of termination is to be provided in writing to the employees except in the case of summary dismissal which may be given where warranted without notice. 41.4 To ensure this occurs in the fairest and most consistent manner the following procedure may be utilised for employees other than short term casuals.
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Counselling and Discipline Procedure. 11.4.1 Except in the case of serious and/or wilful misconduct, all Team Members shall be entitled to one verbal and two written warnings prior to termination. In cases of serious and/or wilful misconduct a Team Member may be summarily dismissed or issued with a first and final warning. 11.4.2 Prior to a Team Member being issued with a warning under the counselling and discipline procedure the Company shall hold a meeting with the Team Member and his/her chosen representative and shall outline the reasons why the Company is considering to issue the Team Member with a warning under this procedure. The Team Member and his/her chosen representative shall at this time be given the opportunity to put forward reasons and explanations to the Company as to why the counselling and disciplinary procedure should not be used in the particular circumstance. 11.4.3 If the Company, decides to issue a verbal or written warning under this procedure a review meeting between the parties will take place within three months after the issuing of the warning and again at six (6) months. If the Team Member’s performance is regarded as satisfactory at the conclusion of the review period the warning shall be retained on file but not relied upon by the Company to move to the next stage of the counselling and disciplinary procedure. 11.4.4 No warning shall have a life longer than six (6) months, except for a first and final warning that shall have a life of twelve (12) months, in terms of being relied upon by the Company to move to the next stage of the counselling and disciplinary procedure in relation to any particular Team Member. 11.4.5 If a Team Member has been provided with one verbal and two written warnings, except in the case of serious and/or wilful misconduct, in relation to the Team Member’s work performance and/or conduct, and the Company is giving consideration to dismissal of the Team Member, the Company will meet with the Team Member and his/her representative to explain why dismissal may be under consideration. At that time the Company will give an opportunity to the Team Member and his/her representative to explain why dismissal should not occur and shall consider alternatives to dismissal from employment.
Sample 1
Counselling and Discipline Procedure. 10.1 Following an investigation, where the Company has determined misconduct has occurred, the following disciplinary process will be applied. The application of this procedure together with the circumstances and the severity of each case, will determine the appropriate step/s to be taken with respect to an Employee by the Company. 10.2 The relevant steps are: Step 1. An Employee may be verbally counselled. Where requested by the Employee, the counselling will be in the presence of an Employee representative or support person. Written notice of the verbal counselling will be provided to the Employee and a copy will be placed on the Employee’s file. Step 2. An Employee may be counselled in the form of a written warning. Where requested by the Employee, the counselling will be in the presence of a representative or support person and the warning will be confirmed in writing. A copy of the warning will be provided to the Employee and placed on the Employee’s file. Step 3. An Employee may be issued a final written warning. Where requested by the Employee, the Company representative will conduct the counselling in the presence of a representative or support person and the final warning will be confirmed in writing, and the Employee will be advised that dismissal may result from any further acts of misconduct. A copy of the warning will be provided to the Employee and placed on the Employee’s file. 10.3 A Step 3 warning will be only issued where the Employee has: • received a previous warning or warnings; or • engaged in serious or willful misconduct that does not warrant termination. 10.4 The role of the representative or support person requested by an Employee to be present under this clause is to act in a confidential and objective manner. The Employee will be responsible to ensure this occurs. The representative or support person may ask questions regarding the process and speak to the Company representative during the process, however it is not the representative or support person’s role to disrupt the process, to directly speak for the Employee or to answer questions on behalf of the Employee. The representative or support person may make reasonable requests for breaks during the disciplinary process to speak privately with the Employee. 10.5 Where no further warnings are issued in the proceeding twelve (12) months, any remaining written warnings under Steps 1, 2, or 3 will not be used or referred to. If requested by the Employee these will be removed. 10....
Sample 1
Counselling and Discipline Procedure. In circumstances where a Team Member's attendance (and punctuality), conduct or performance is not acceptable, the following procedure shall be followed 3.3.1 In the first instance, the Company shall counsel the Team Member about their attendance (and punctuality), conduct or performance as required. This will be regarded as a Formal Counselling disciplinary outcome. 3.3.2 If the Team Member’s attendance (and punctuality), conduct or performance does not improve following the formal counselling, the Team Member shall be issued with a Formal Warning disciplinary outcome. 3.3.3 If the Team Member’s attendance (and punctuality), conduct or performance does not improve following the formal warning, the Team Member shall be issued with a 3.3.4 If the Team Member’s attendance (and punctuality), conduct or performance does not improve following the second formal warning, the Team Member shall be issued with a Final Warning disciplinary outcome. 3.3.5 The Company shall not inappropriately group attendance (and punctuality), conduct or performance disciplinary outcomes. 3.3.6 Where a Team Member’s unsatisfactory attendance (and punctuality), conduct or performance involves serious misconduct, the Company may bypass any or all of the disciplinary outcomes of this counselling and disciplinary procedure. In such a situation, a Team Member may be given a disciplinary outcome or be subject to such other action as is considered appropriate, including and up to termination of employment 3.3.7 Formal counselling and Formal Warnings shall have a maximum lifespan of ten (10) months from date of issue, after which they shall no longer be deemed active.
Sample 1
Counselling and Discipline Procedure. 35.1. Sydney RDC keys to success are to establish and maintain a reputation and image of the highest standard. Our approach to expected work conduct, actions and behaviours is one of an interlocking set of policies, procedures and behavioural standards which have as their key focus the enhanced achievement of our business objectives. 35.2. To ensure the Sydney RDC operates efficiently it is recognised that an effective counselling and discipline procedure is necessary. The key objective of the counselling and discipline procedure with respect to unacceptable actions, behaviours or conduct, other than which could lead to summary dismissal, should be of a corrective nature. 35.3. The following counselling and discipline procedure shall be applied in relation to all Team Members covered by this Agreement. It is further recognised that at any stage of this counselling and discipline procedure the affected Team Member may, if the Team Member so chooses, be represented by a Union representative and/or Delegate.
Sample 1
Counselling and Discipline Procedure. The Employer may dismiss an Employee immediately for serious misconduct. Employee dismissal may also occur on the grounds of poor performance, incapacity, or on the basis of less serious misconduct, provided that the dismissal is carried out in a fair and reasonable manner. In particular - (a) the Employer shall make clear to the Employee the likelihood of their dismissal if their work performance and/or conduct did not improve. (b) the Employee shall be allowed the opportunity to improve their performance, capacity, and/or conduct; and (c) the Employee shall have an opportunity to respond to the allegations raised by the Employer. (d) Where applicable, Odyssey will provide a written warning and an opportunity for mediation with all affected parties.
Sample 1
Counselling and Discipline Procedure. The Company will use its established discipline procedures, and if warranted, termination procedures. This applies the employees are permanent employees.
Sample 1
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Counselling and Discipline Procedure. The employer may dismiss an employee on the grounds of poor performance, incapacity, or misconduct provided that the dismissal is carried out in a fair and reasonable manner. In particular - a) the employer shall make clear to the employee the likelihood of their dismissal if their work performance and/or conduct did not improve; b) the employee shall be allowed the opportunity to improve their performance, capacity, and/or conduct; and c) the employee shall have an opportunity to respond to the allegations raised by the employer. To ensure this occurs in the fairest and most consistent manner the following procedure may be utilised for employees other than casuals or those on probation.
Sample 1
Counselling and Discipline Procedure. 11.1 Sydney NDC and Moorebank DC keys to success are to establish and maintain a reputation and image of the highest standard. Our approach to expected work conduct, actions and behaviours is one of an interlocking set of policies, procedures and behavioural standards which have as their key focus the enhanced achievement of our business objectives. 11.2 To ensure the Sydney NDC and Moorebank DC operate efficiently it is recognised that an effective counselling and discipline procedure is necessary. The key objective of the counselling and discipline procedure with respect to unacceptable actions, behaviours or conduct, other than which could lead to summary dismissal, should be of a corrective nature. 11.3 The following counselling and discipline procedure shall be applied in relation to all Team Members covered by this Agreement. It is further recognised that at any stage of this counselling and discipline procedure the affected Team Member may, if the Team Member so chooses, be represented by a Union representative and/or Delegate.
Sample 1

Related to Counselling and Discipline Procedure

  • DISCHARGE AND DISCIPLINE (a) No employee, who has acquired seniority, shall be discharged or disciplined except for just and sufficient cause. The Union agrees to co-operate in an endeavour to correct inefficiencies of employees which might necessitate disciplinary action. Discharge or discipline grievances may be settled by confirming the Company’s decision or by reinstating the discharged or suspended employee with full compensation for lost time, less interim earnings if applicable, or by any other arrangement which is just and equitable in the opinion of the parties or an Arbitrator. (b) The Owner agrees that whenever an interview is held with an employee regarding their work or conduct which becomes part of their record, the store xxxxxxx on duty or another bargaining unit employee who is at work chosen by the employee shall be present. The party representing the Union will leave the meeting if requested to leave by the employee. (a) All disciplinary warnings or reprimands which are placed in an employee's record and all notices of demotion for cause, discharge or suspension, shall be in writing and shall contain the reason for the warning, reprimand, suspension or discharge. One copy shall be given to the employee and one copy shall be given to the Employer and one copy shall be emailed to the Union Office as soon as possible, but no more than seven (7) days of the incident giving rise thereto. (b) A disciplinary warning or reprimand which is not in writing shall not be adduced in evidence against an employee in any subsequent disciplinary proceedings in which the employee is involved. (c) Disciplinary warnings and/or reprimands which pre-date a disciplinary action by more than one (1) year shall not be adduced in evidence against an employee in any subsequent disciplinary proceedings in which the employee is involved. Notwithstanding, disciplinary warnings and/or reprimands arising from Harassment or Violence in the Workplace shall not be subject to this provision.

  • DISCIPLINE AND DISCHARGE 13.01 Whenever the Corporation deems it necessary to discipline, suspend or discharge an employee, the Corporation shall advise the employee within fourteen (14) days of becoming aware of the incident, giving written particulars of such censure to the employee with a copy to the President of the Union. 13.02 The Corporation will notify the President/Secretary in writing in all discharge or suspension cases within five (5) working days of the disciplinary action giving the name of the employee concerned and the reason for the discharge or suspension. 13.03 An employee who has completed his probationary period may be dismissed but only for just cause. When an employee is discharged or suspended, he shall be given the reason in the presence of his Xxxxxxx. Such employee and the Union shall be advised promptly in writing by the Corporation of the reason for such discharge or suspension. 13.04 A grievance claiming unjust discharge or suspension shall be submitted in writing to the Director of Human Resources within five (5) days of the date that the Union and the Xxxxxxx have been notified in writing of such discharge or suspension and it shall commence at Step 2 of the grievance procedure. 13.05 Should it be found upon investigation that an employee has been unjustly suspended or discharged, such employee shall be immediately reinstated in his former position without loss of seniority and shall be compensated for all time lost in an amount equal to his normal earnings during the pay period next preceding such discharge or suspension, or by any other arrangement as to compensation which is just and equitable in the opinion of the Parties or in the opinion of a Board of Arbitration, if the matter is referred to such a Board. 13.06 Any disciplinary notation or warning in writing shall be removed from an employee's record after a period of eighteen (18) months in which he has not received any disciplinary warning or suspension. The Employer shall provide any disciplinary letter within a reasonable period of time. In the case of any unreasonable delay in issuing such letter, the parties may by strict mutual agreement revise the date of issuance accordingly.

  • SUSPENSION AND DISCIPLINE 21.01 Discipline may be imposed where just cause exists and will be levied in a timely fashion. Generally, discipline is intended to correct undesirable behaviour or conduct and, where appropriate, shall be progressive in nature. 21.02 Prior to any discipline being imposed, the employee will be given notice in writing to attend a meeting, during which there shall be an opportunity for full discussion between the employee and the employee’s Manager. The notice will contain the subject matter to be discussed at the meeting and the employee shall be advised of his/her right to have an Association representative attend as an advisor. The management representative also has the right to have a labour relations representative attend as an advisor. At the meeting the employee and the Association representative may make representations and ask questions concerning the events and circumstances. Unless otherwise agreed, the unavailability of an advisor will not delay the meeting for more than one (1) working day from the date of notification to the employee. 21.03 When an employee is required to attend a meeting, the purpose of which is to render a disciplinary decision concerning him or her, the employee is entitled to have, at his or her request, a representative of the Association attend the meeting. Where practicable, the employee shall receive a minimum of one (1) day’s notice of such a meeting. The Employer will agree where possible to an additional day of extension where the Association representative is unavailable. 21.04 The employee and the Association representative shall be notified in writing of any disciplinary action except an oral warning, taken against the employee by the Company within a reasonable period of time of that action having been taken. 21.05 When an employee is required to attend a meeting, the purpose of which is to demote or terminate him/her for non-disciplinary reasons, he/she is entitled to have, at his/her request, a representative of the Association attend the meeting. Where practicable, the employee shall receive a minimum of one (1) day’s notice of such a meeting. The Employer will agree where possible to an additional day of extension where the Association representative is unavailable. 21.06 When any discipline is found to be unjustified all documents referring to the discipline imposed shall be removed as soon as reasonably possible from the employee’s record and destroyed. 21.07 NAV CANADA agrees not to introduce as evidence in a hearing relating to disciplinary action any document or written statement concerning the conduct of an employee unless that employee has been provided with a copy of that document or statement within a reasonable period before that hearing. 21.08 Any document or written statement to disciplinary action, which may have been placed on the NAV CANADA file of an employee shall be removed and destroyed after two (2) years have elapsed since the disciplinary action was taken, provided that no further disciplinary action has been recorded during this period. The Employer shall inform the employee in writing of the destruction of any document or written statement related to disciplinary action. 21.09 The NAV CANADA Code of Business Conduct will not be interpreted as restricting an employee from exercising his or her obligations flowing from the ethical standards of the professional body to which the employee belongs. 21.10 NAV CANADA agrees to make available to each employee covered by this agreement the NAV CANADA Code of Business Conduct and any subsequent amendments made thereto. 21.11 Employees who, in good faith, raise a concern or report any clear or suspected illegal, unethical or improper acts or activities shall not be disciplined nor adversely affected as a result of reporting the violation.

  • Student Conduct and Discipline The School shall adopt, update, and adhere to written policies concerning standards of student conduct and discipline which shall comply with federal and State laws and which shall incorporate the requirements of Section

  • DISCIPLINE AND DISMISSAL 27.01 The Employer may discipline, suspend or dismiss an employee for just cause only, except for the dismissal of a probationary Employee. Unsatisfactory conduct or performance by an Employee which is considered by the Employer to be serious enough to be entered on the Employee's record but not serious enough to warrant suspension or dismissal shall result in a written warning to the Employee and a copy to the Union within fifteen (15) days of the date the Employer first became aware of, or reasonably should have become aware of the occurrence of the act. The Union shall not deny a request by the Employer to extend the timelines due to availability of persons identified by the Employer to be interviewed. A written warning that is grieved and determined to be unjustified shall be removed from the Employee's record. 27.02 In the event an Employee is suspended or dismissed, the Employer shall provide written reasons for the suspension or dismissal to the Employee and the Union forthwith and in any event not later than five (5) days of the action being taken. The action or suspension or dismissal shall be within fifteen (15) days of the date the Employer first became aware of, or reasonably should have become aware of the occurrence of the act, giving rise to the suspension or dismissal. The Union shall not deny a request by the Employer to extend the timelines due to unavailability of persons identified by the Employer to be interviewed. When action involves a suspension, the notice shall specify the time period of the suspension. 27.03 An Employee who has been subject to disciplinary action may after two (2) years of continuous service from the date the disciplinary measure was invoked, request in writing that their personnel file be cleared of any record of the disciplinary action. Such request shall be granted provided the Employee's file does not contain any further record of disciplinary action during the two (2) year period of which the Employee is aware. The Employer shall confirm in writing to the Employee that such action has been effected. 27.04 The procedures stated in Articles 27.01, 27.02 and 27.03 do not prevent immediate suspension or dismissal for just cause. (a) An Employee required by the Employer to attend an investigation meeting or a disciplinary discussion shall be paid at the applicable rate of pay for time spent in that meeting. (b) Where circumstances permit, the Employer shall schedule a disciplinary discussion with the Employee by giving reasonable advance notice which shall not be less than twenty-four (24) hours. At such discussion an Employee may be accompanied by a representative of the Union. 27.06 In the event that an Employee is reported to their licensing body by the Employer, the Employee shall be so advised, and unless otherwise requested a written copy shall be forwarded to the Union forthwith. In the event, an Employee is reported to their licensing body, by someone other than the Employer, the Employee shall advise the Employer of such and the Employee may copy the Union on such notification. 27.07 An Employee absent for three (3) consecutive work days without good and proper reason and without notifying the Employer shall be considered to have terminated their Employment with the Employer. 27.08 For the purposes of this Article, periods of time referred to in days shall be deemed to mean consecutive calendar days exclusive of Saturdays, Sundays and Named Holidays, which are specified in Article 19.

  • DISMISSAL, SUSPENSION AND DISCIPLINE 14 ARTICLE 12 - SENIORITY 16

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