PERFORMANCE CORRECTION NOTICE

DISCIPLINARY LEVEL

Verbal Correction—(To memorialize the conversation.)

Written Warning—(State nature of offense, method of correction, and action to be taken if offense is repeated.)

Investigatory Leave—(Include length of time and nature of review.)

Final Written Warning

Without decision-making leave

With decision-making leave (Attach memo of instructions.)

With unpaid suspension

SUBJECT:Inappropriate workplace behavior, failure to follow company policy, misconduct

Policy/Procedure Violation

Performance Transgression

Behavior/Conduct Infraction

Absenteeism/Tardiness

PRIOR NOTIFICATIONS

Incident Description and Supporting Details: Include the following information: Time, Place, Date of Occurrence, and Persons Present as well as Organizational Impact.

Edward,

On Tuesday night, November 7, members of your team and other departments overheard you making distasteful remarks toward female and homosexual coworkers. Specifically, you were overhead commenting about a female team member’s “willingness to spread her legs to get ahead.” You referenced one particular female manager’s “pea brain being more than offset by her big bosom.” Likewise, you referred to a male leader within our organization as a “fag, sissy, and total pussy.”

When Travis Farrell from Human Resources and I met with you to discuss these allegations, you assumed responsibility for having said them, and you discounted your comments as “nothing more than locker room talk” with some male colleagues.

First, your comments were overheard by female colleagues and were not limited to the male audience that you were intending to address. Second, sharing such inappropriate comments with male workers could easily offend and insult them—even if female or gay coworkers never overhear those comments. Third, your actions not only violate specific company policies regarding respect in the workplace, inclusion, and potentially antidiscrimination, but they are also totally unacceptable and distasteful. I’m disappointed that you would choose to use such language in the workplace so carelessly; I’m likewise surprised that you hold your coworkers is such disregard as to humiliate them publicly behind their backs.

“Locker room talk” is strictly forbidden because it’s used as an excuse to use crude language, hate speech, immorality, or coworker denigration. Further, “locker room” banter can never again be used as a “toughening-up exercise,” “harmless hazing,” or for any type of alleged “team bonding.” As a sales leader, I expect you to know how to build your team’s morale positively and constructively rather than to use antiquated assumptions, misogynistic beliefs, or some type of over-the-top masculinity.

Such behavior will not be excused in the future. I will leave it to your judgment to apologize not only to the people you were speaking to when you made these remarks but also to those whom you referenced in such a disrespectful way. Further, while various organizations have different standards for what’s deemed socially acceptable, understand that in our company, no such banter will be deemed acceptable under any circumstances.

Your “locker room” excuse is not excusable or justifiable under any circumstances within our culture, as it demeans and degrades others while potentially creating an intolerant and intimidating environment. Any future conversations that you “have in private with men” will result in your immediate dismissal from this company.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: As stated above, Edward, I expect you never again to engage in conduct or speech that could be interpreted as offensive, disrespectful, condescending, or otherwise crude and distasteful. I expect you to find ways to motive your sales team that go beyond “locker room” banter and focus on positive and constructive feedback that helps all team members feel supported and included in your team’s success. Finally, I expect that I’ll never have to hold a conversation like this with you again for the remainder of your tenure with this company.

2. Training or Special Direction Provided: Reread the employee handbook immediately, especially the sections on Creating a Friendly and Inclusive Work Environment, Leadership Behavioral Standards, and Antidiscrimination. See me if you have any questions about our company policies. I would also recommend that you research and purchase a book on positive team building and motivation strategies to build trust and camaraderie with your team.

3. Interim Performance Evaluation Necessary? No

4. Our Employee Assistance Program (EAP) provider, Prime Behavioral Health Group, can be confidentially reached to assist you at (800) 555-5555. This is strictly voluntary. A booklet regarding the EAP’s services is available from Human Resources.

5. In addition, I recognize that you may have certain ideas to improve your performance. Therefore, I encourage you to provide your own Personal Improvement Plan Input and Suggestions:

(Attach additional sheets if needed.)

OUTCOMES AND CONSEQUENCES

Positive: I will remain available to help you and discuss areas where you require additional support. If you meet your performance goals, no further disciplinary action will be taken regarding this issue.

Negative: If you ever again engage in inappropriate banter or make offensive and demeaning comments about your coworkers’ personal characteristics, including but not limited to their gender or sexual preference, you will be discharged immediately for cause. Further, if you talk behind people’s backs with the intent of damaging their reputation, inciting favoritism, or creating a toxic environment that pits people against one another, you will likewise be dismissed. Finally, if you violate any other company standards of performance and conduct, you may be immediately terminated. A copy of this document will be placed in your personnel file.

Scheduled Review Date: None

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE