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:Substandard performance and insubordination; unwillingness to perform properly assigned work

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.

Rick,

On August 4, you failed to unload the contents from a delivery truck when it arrived at the loading dock at 10:00 A.M. Your supervisor, John Josephson, noticed that you were sitting at the edge of the loading dock when the vendor offered to help you unload. You told the vendor to do it himself, since you were “having a bad day.” John then asked you to unload the truck immediately and reminded the vendor that you were to unload all heavy materials yourself; the vendor was welcome to help you only if he limited his activities to light lifting.

On August 6, John saw another truck driver unloading the contents of his truck onto our platform. He asked the driver where you were. The driver stated that he had seen you twenty minutes earlier, but that when you saw him, you “ducked into the building” and hadn’t been seen since. John unloaded the contents of the truck onto a pallet so that it could be forklifted into the facility. You became angry when you saw John working with the vendor and accused John of trying to make you look like you weren’t doing your job. John explained that he was only trying to help you manage your workload, but you refused to listen and then walked away.

I spoke with you, Rick, to learn about your interpretation of these events. You told me that neither issue was serious and that a mountain was being made of a molehill. “Everyone’s allowed to have a bad day, and I don’t need John doing my job for me. John thinks he’s better than me, and I don’t care for his arrogance.” I am disappointed, Rick, with this sudden change in your behavior and your apparent dissatisfaction with your job since John became your supervisor six weeks ago. I am also disappointed that you refuse to take responsibility for your actions and fail to see any wrongdoing on your part. Your actions demonstrate that you are not performing at an acceptable level.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: Rick, I expect you to be ready and willing to unload delivery trucks the moment they pull up to the ramp. I expect you to move all heavy items, since it is not the delivery driver’s responsibility to remove the heavy cargo. I expect you to show appreciation when your new supervisor assists you or attempts to make your job easier, and I hold you accountable for communicating with John whenever you disagree with one of his directives so that you can get an immediate response and not allow your perceptions to fester. Finally, I want to meet with you tomorrow after you’ve read this documentation so that you can convince me that we won’t ever have to address these issues again.

2. Training or Special Direction to Be Provided: I have instructed John to meet with you daily from 8:00 to 8:10 A.M. to review your work schedule for the day. This will happen for the next two weeks so that John gets a better understanding of your responsibilities and so that you get more comfortable communicating with him. I am also attaching a copy of your signed job description, which details your responsibilities for unloading trucks. Please reread the entire job description and see me if you have any questions about your duties and responsibilities.

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. In addition, Rick, you will contribute to a friendlier work environment and increase the level of camaraderie among staff members in our department as you foster stronger relations with your new supervisor.

Negative: I want you to take this verbal warning seriously. If you fail to abide by the terms of this agreement in the next ninety days, further disciplinary action up to and including dismissal will occur. Any future violations beyond this ninety-day period will likewise result in disciplinary action. A copy of this document will be placed in your personnel file.

Scheduled Review Date: Two weeks (August 21)

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE