3.3 Benefits

SECTION 7: Progressive Disciplinary System and Grievance Procedures

Employees of the SPTHB are hired based on their qualifications, experience, and professionalism. Therefore, it is assumed that all SPTHB employees will always conduct themselves with professionalism and not require ongoing discipline actions, verbal reminders, or undue accommodations to ensure consistent performance and production. The SPTHB adheres to a Progressive Disciplinary System as it pertains to situations requiring reprimand or counseling. However, the SPTHB is an at‐will employer and certain egregious violations of policy may result in immediate termination foregoing the Progressive Disciplinary System. Examples include but are not limited to theft, embezzlement, job abandonment, sexual harassment and physical violence or threats of physical violence. To protect the rights of employees of the SPTHB, grievance procedures have been developed and included in this Employee Handbook. Any employee who feels his or her rights have been violated by disciplinary action should follow the grievance procedure outlined herein. All disciplinary actions shall be treated as confidential and shall not be discussed with employees not associated with the action or individuals outside of the SPTHB.

7.1 Progressive Disciplinary System

Step One: Verbal Warning Should an employee’s supervisor determine that an employee’s conduct warrants a verbal warning, the warning shall be classified as a “Verbal Warning” in writing on the Disciplinary Action Form and presented to the Executive Director and TEC Director for review. After review, the Verbal Warning shall be presented to the employee for review. Discussion regarding the specific event(s) surrounding the warning and a plan to correct the action shall be agreed upon by the employee and the supervisor. The verbal warning shall be signed by the employee acknowledging receipt and the original placed in the employee’s Personnel File. Should the employee refuse to sign the Disciplinary Action Form, the employee will be required to file a written grievance with the Human Resources Manager.

Step Two: Written Warning Should the conduct warranting discipline continue, a second warning or written warning shall be issued by the employee’s supervisor or member of upper management if need be. The second warning shall result from non‐correction of actions or other actions of a similar nature which warrant discipline. As with the first warning, the supervisor shall provide the written Disciplinary Action Form to the Executive Director and TEC Director and discuss the written warning with the employee in‐ person. During this meeting, the supervisor shall notify the employee that this is the final warning and if the conduct continues, the employee shall be terminated. The employee shall sign the Disciplinary Action Form acknowledging receipt and the original shall be placed in the employee’s Personnel File. Should the employee refuse to sign the Disciplinary Action Form, the employee will be required to file a written grievance with the Human Resources Manager.

Step Three: Termination At this point, the employee has been provided ample opportunity to correct the action. The supervisor shall notify the Executive Director and TEC Director of the intent to terminate employment and follow involuntary termination procedures.

7.2 Grievance Procedure

Employees are encouraged to bring to the attention of management their grievances about work‐ related issues. Employees will be provided an opportunity to present their complaints and appeal management decisions through a formal grievance procedure. All grievances will be resolved promptly. 1. A grievance is defined as an employee’s expressed feeling of dissatisfaction concerning conditions of employment or treatment by management, or other employees. Examples of actions that may be causes of grievances include, but are not limited to: a. Application of SPTHB policies, practices, rules, regulations, and procedures believed to be the detriment of an employee. b. Treatment considered unfair by an employee, such as coercion, reprisal, harassment, or intimidation. c. Alleged discrimination because of race, color, sex, age, religion, national origin, marital status, disability, or any other non‐merit factor; or d. Improper or unfair administration of employee benefits or conditions of employment such as benefits, promotions, retirement, performance reviews, or salary. 2. Employees are encouraged to use this grievance procedure and are not to be penalized for doing so. Supervisors are responsible for processing the grievance until the employee’s right of appeal is exhausted. 3. The following steps outline the grievance procedures: a. The employee brings a work‐related problem in writing to the attention of his or her supervisor. The supervisor is responsible for investigating the grievance, attempting to resolve the grievance, and communicating a decision to the employee within a reasonable time. If the employee’s problem is with the immediate supervisor, the employee is encouraged to talk to the supervisor, but the employee may feel free to talk to or submit their grievance in writing to the Executive Director. b. If the aggrieved employee is not satisfied with the supervisor’s decision, he or she is permitted to appeal to the next level of management. The supervisor documents the employee’s grievance and the decision they made for review by the next level of management. c. If the appeal to the next management level (as applicable to the employee’s position within the organization) fails to satisfy the employee, he or she is permitted to appeal to the Executive Director who will discuss the matter with the employee and the supervisor and will decide concerning the grievance within a reasonable amount of time. The Executive Director’s decision about explanation of the decision will be final