Upload
others
View
4
Download
0
Embed Size (px)
Citation preview
Company Proprietary and Confidential Information 2
MODULE CONTENT
This material is part of RNDC University. RNDC-U provides a
structured and blended learning experience for RNDC Associates.
Our learning programs are based on a progressive training concept
anchored to the RNDC Leadership Competency Models. This
learning curriculum is for new supervisors, managers, and middle-
management roles.
© 2021 Republic National Distributing Company
Version 2
All rights reserved. This material or any portion thereof may not be
reproduced or used in any manner whatsoever without the express
written permission of the copyright holder except for the use of brief
quotations in a business review.
www.rndc-usa.com
Employment Practices
Our Talent Philosophy
About HR 101
Discipline Process
Company Proprietary and Confidential Information 3
RNDC TALENT PHILOSOPHY
Our Talent Philosophy drives the RNDC Associate Success Roadmap which provides guidance on how to successfully
manage your career and workplace experience. We encourage our Associates to perform at their personal best so they
can achieve an enriching and progressive career at RNDC.
We believe every Associate is a role
model of our Core Values and
Leadership Competencies which
define how we behave as the
beverage alcohol industry leader.
Successful job performance and
leadership potential provide clear
distinction for our financial
investment on an Associate’s career
development and total
compensation.
Associates are rewarded for taking
accountability to continually grow
and learn. Conversely, a leader’s
proven ability to build a bench of
strong talent drives our success as
the Distributor of Choice.
Our talent philosophy is transparent so
that our Associates strive for career
success. As a result, the differentiation
that RNDC provides is a rewarding and
engaging career experience for our
Associates.
We are providing you this specialized learning experience to ensure you perform
at “your personal best”. Understanding our human capital practices will
enable you to build a strong and sustainable bench of talented and engaged Associates.
Company Proprietary and Confidential Information 4
ABOUT HR 101
Human Resource disciplines are an integral component of our business model and the Associate Success Roadmap.
Human Resource disciplines include Talent Management (recruitment, selection, onboarding, training, professional career
development, succession planning and talent reviews, performance management); Culture and Corporate Social
Responsibility; Inclusion and Diversity; Employment and Labor Law; Labor Relations; Communications; Total Rewards
(benefits, compensation, and recognition) and HR Technology & Business Intelligence. As a highly professional
organization, we all have an accountability to ensure these business disciplines are executed with excellence.
This learning curriculum is titled HR 101 which explains important human resources practices at Republic National
Distributing Company (RNDC). These people-related practices, also referred to as human capital practices, include
processes, policies, tools, and legal requirements on why and how we manage and lead our teams. Our Associates and
teams are our most valuable asset at RNDC. Every supervisor and manager has a professional accountability to understand
these practices and role model the required leadership behaviors and Company standards to ensure we provide the best
workplace experience and culture that engages and supports the overall well-being of our Associates.
Company Proprietary and Confidential Information
UNDERSTANDING OUR EMPLOYMENT PRACTICES
DISCIPLINE PROCESS
5
Company Proprietary and Confidential Information
Coaching and Counseling
Verbal Warning Written WarningPerformance Improvement
Plan
Suspension (pending
investigation or legal advice)
Termination
In the event of unacceptable job performance or behavior, the appropriate management will review the known facts and
circumstances of each case and take the corrective action they believe is appropriate and warranted in each situation.
Actions taken may include verbal or written documentation; final warning or Performance Improvement Plan; termination
from employment, or other actions RNDC decides are appropriate in its discretion.
6
AN OVERVIEW
Although both the Associate and RNDC have the right to terminate employment at will, with or
without cause or advance notice, RNDC may take disciplinary action at its discretion.*
Managers will discuss all disciplinary actions, including circumstances that may warrant immediate
termination, with your HR Leader prior to communicating with the affected Associate.
* RNDC reserves the right to determine the appropriate discipline in its business judgment and is
not obligating itself to specific discipline steps.
Company Proprietary and Confidential Information 7
DISCIPLINE FORM
Steps to complete:
1. Fill in all details at the top of the form
2. Describe the issue, including date(s), time(s), witness(es), and business impact
3. Include the specific Policy from the Associate Handbook, Job Duties from the Associate’s Job Description, and/or behavior expectations from the Leadership Competency Model
4. Select the Next Course of Action from the drop-down
5. Describe follow-up expectations and any key deadlines below the Next Course of Action
Company Proprietary and Confidential Information
• An Associate may be experiencing a serious life event that influences their performance.
The Employee Assistance Program provides access to a network of qualified specialists to
assist Associates in that situation. In many cases, RNDC will want to recommend that the
Associate speak with one of those specialists.
• Associates can contact the Employee Assistance Program on their own at any time. All
individual services provided are confidential and will not be shared with the Company.
• Speak to your HR Team to attain the most current EAP provider contact information or
check on myConnection.
8
UNDER- PERFORMANCE ISSUES MAY BE A RESULT OF A PERSONAL ISSUE OUTSIDE OF WORK
EMPLOYEE ASSISTANCE PROGRAM
Company Proprietary and Confidential Information 10
DEFINING A PERFORMANCE ISSUE
• …requires observation of, and regular interaction with, your Associate
• …should start with basic questions: who, what, how much, where, when, and why
• …may take time to gather enough occurrences to see a pattern
Defining a performance issue…
• …means grouping together examples of unacceptable behavior or performance based on what the examples have in common
• …leads to a better definition of the issue
• …can lead to a clear statement of the business impact
Pattern recognition…
• …explains why the poor performance or pattern needs to stop
• …answers the question: “so what?”
• …should be included in the description of the policy violation or pattern of unacceptable performance
Business Impact…
Ma
na
ge
rs de
cid
e w
he
n a
ctio
n is n
ec
essa
ry.
DISCIPLINE SHOULD BE TIMELY, SPECIFIC, AND DESCRIBE THE UNACCEPT ABLE BEHAVIOR OR
PERFORMANCE.
Company Proprietary and Confidential Information
Purpose: Provides the Associate with data through a structured, meaningful conversation using a balance of seeking and telling. Coaching and counseling ensures the Associate receives feedback and support to improve their behavior or performance.
Proactive Coaching is positive and includes seeking the Associate’s ideas before you share your insights as their Manager. Counseling, or Reactive Coaching, focuses on a past situation.
Documentation: Use of the Progressive Discipline Form is optional. An email to the associate may be an effective alternative.
Consider scheduling ongoing career conversations, if not already doing so.
Attend RNDC’s Coaching for Peak Performance for additional training, available in
RNDC-U.
11
COACHING AND COUNSELING
Company Proprietary and Confidential Information
Purpose: Verbal Warnings create a sense of urgency regarding a behavior or performance issue. If no improvement has been made after one or more Coaching and Counseling sessions, a Verbal Warning may be the next step.
Be sure to apply good Coaching and Counseling techniques when discussing the continued concern with the Associate, and before making the decision to deliver the Verbal Warning.
Documentation: Use RNDC’s Progressive Discipline Form to document Verbal Warnings. Include date(s), time(s), witness(es), business impact, as well as the specific Policy, Job Duties, and/or behavior expectations that are not being met.
The Associate’s signature is not required, but encouraged. The original document with the Manager’s signature should be given to HR. The Manager should keep a copy for their records.
12
VERBAL WARNING
Company Proprietary and Confidential Information 13
WRITTEN WARNING
File the original signed document with HR. The Manager and Associate should keep a copy for their records.
Ask the Associate to sign as acknowledgement of receipt of Written Warning.
Include date(s), time(s), witness(es), business impact, as well as the Policy, Job Duties, and/or behavior expectations that are not being met.
Documentation: use RNDC’s Progressive Discipline Form to document Written Warnings.
Be sure to apply good Coaching and Counseling techniques when discussing the continued concern with the Associate, and before making the decision to deliver the
Written Warning.
Purpose: Written warnings typically come after a documented verbal warning, providing heightened awareness of the severity of the issue and business impact.
Company Proprietary and Confidential Information 14
SUSPENSION
If the suspended Associate(s) is/are returned to work, RNDC will typically pay for time off while on suspension.
HR will partner with management to conduct the investigation and will make a recommendation regarding next steps.
Your HR Leader must be advised and included in all situations requiring a Suspension. HR Leaders should refer to the Concern Resolution Toolkit and Suspension Notice available on the HR Sharepoint page for additional support.
A Suspension is not by itself a disciplinary step; however, the Progressive Discipline Form should be used to communicate the Suspension to affected Associate(s). Or, HR will provide a custom Memo for the situation.
Suspensions are used during an internal investigation to ensure the safety of involved Associates as well as the integrity and confidentiality of the investigation.
Company Proprietary and Confidential Information
File the original signed document with HR. The Manager should keep a copy for their records. HR will confirm with the manager that all additional documentation delivered before the termination is also in HR’s personnel file.
Replace with: As a result, your employment is terminated effectively immediately.
Delete this text: Next Course of Action: I read this disciplinary action and understand it. I understand that failure to correct this issue or to follow the Company’s policy may result in further disciplinary action, up to and including immediate termination of my employment.
Documentation: use RNDC’s Progressive Discipline Form to document the Termination. Include date(s), time(s), witness(es), business impact, as well as the specific Policy, Job Duties, and/or behavior expectations that are not being met.
Be sure to apply good Coaching and Counseling techniques when discussing the continued concern with the Associate, and before making the decision to terminate.
All Terminations must be reviewed and approved by the HR Leader before communicating with the Associate.
Purpose: Termination ideally would occur only after repeated Coaching and Counseling sessions, use of Progressive Discipline forms, and possibly one or more Performance Reviews.
15
TERMINATION
Company Proprietary and Confidential Information
• Certain types of problems are serious enough to justify termination of employment, without going
through any progressive disciplinary steps.
• For example, disciplinary action relating to misconduct may result in immediate termination of
employment or fewer disciplinary steps.
• While it is impossible to list every type of behavior that may be deemed a serious offense, the Associate
Conduct and Work Rules policy includes additional examples of conduct that may result in immediate
termination of employment.
• Discuss all disciplinary actions, including immediate termination, with your HR Leader prior to
communicating with the affected Associate.
16
RNDC RESERVES THE RIGHT TO DETERMINE WHEN TO BYPASS ONE OR MORE
PROGRESSIVE DISCIPLINE STEPS.
ASSOCIATE CONDUCT AND WORK RULES
Company Proprietary and Confidential Information
1. Absenteeism, tardiness, or unreliability
2. Breach of confidence or security
3. Failure to report observed or suspected theft, or misappropriation or misuse of property
4. Fighting or threatening words or actions
5. Violent behavior
6. Fraud, dishonesty, misrepresentation, or false statements (including, among other things, falsification of employment applications, time records, invoices, absence or leave-related communications, etc.)
7. Harassment, discrimination, or
retaliation in violation of the No Harassment policy
8. Insubordination, including the failure or refusal to promptly carry out instructions of any supervisor or management
9. Misappropriation or unauthorized possession of RNDC property or property belonging to another Associate, customer, or vendor
10. Misuse, neglect or damage to RNDC property, or the property of another Associate, customer or vendor
11. Possession of weapons, dangerous or unauthorized materials, or contraband, including among other things,
explosives or firearms, in the workplace or while working
12. Sleeping or inattention
13. Solicitation or distribution in violation of RNDC policies
14. Substance abuse or violation of the Drug and Alcohol policy
15. Theft or inappropriate removal or possession of property
16. Unauthorized possession, use, or disclosure of trade secrets or proprietary information belonging to RNDC, or business partners
17. Unauthorized use or attempted
access to another’s computer, RNDC’s technology systems, including e-mail, telephones, etc.
18. Unlawful or unethical activity, while on or off duty
19. Unsafe work practices, violations of safety rules, failure to report work-related accidents or near-misses
20. Unsatisfactory behavior or job performance
17
EXAMPLES OF MISCONDUCT THAT MAY RESULT IN DISCIPLINARY ACTION, UP TO AND
INCLUDING IMMEDIATE TERMINATION OF EMPLOYMENT:
ASSOCIATE CONDUCT: WORK RULES
RNDC expects Associates to follow rules of conduct that will protect the interests and safety of all associates, the organization and the public.
Nothing contained in this policy is meant to restrict any rights under Section 7 of the National Labor Relations Act.
Company Proprietary and Confidential Information
• Attendance, tardiness, unreliability
• Dress code violations• Minor traffic violations
(littering, failure to use turn signals)
18
• Abusive or offensive language• Property damage• Violation of safety policies• Safety-related traffic violations (run
red light, no seat belt, speeding)• Failure to follow documented
policies and procedures
HOW DO YOU DECIDE THE LEVEL OF SEVERITY OF AN ISSUE?
• Hit and Run accident• Inappropriate use of drugs or
alcohol• Theft• Falsification of documents• Harassment (physical,
verbal, sexual)
SEVERITY AFFECTS DISCIPLINARY ACTION
Minor – common issues that can be
successfully addressed through coaching
and counseling.
Medium – first time occurrence of
events in this range could result in a
Verbal or Written Warning.
Serious – first time occurrence of
egregious conduct; conduct that is
deplorable, flagrant, or outrageous.
Investigation and HR partnership needed
before taking disciplinary action.
Termination may be the most appropriate
action.
Company Proprietary and Confidential Information 19
REVIEW THESE EXAMPLES WITH YOUR MANAGER AND/OR HR LEADER TO BE SURE YOU AGREE
EXAMPLES FOR DISCUSSION
Property Damage
Customer complains driver created damage to
property. Investigation shows damage was slight
and insignificant. Driver reported incident timely.
Investigation also indicates damage due to new
concrete bollards installed by customer making
entry and exit difficult for vehicle.
Safety Policies
Associate utilizing equipment without appropriatesafety equipment (harness and seat belt).Investigation identifies safety equipment isinoperable. Associate made Manager awareprior to shift.
Harassment
Complaint by Associate regarding inappropriatejokes being shared in break room. Investigationshows many witnesses, jokes were inappropriateand included physical reenactments that wereoffensive. Associate admits to making jokes butdenies touching anyone in the reenactments.Witness testimony support the physical touching.
Equipment Damage
Equipment damage reported to Manager bymechanic. Investigation shows pre-shift inspectionnot complete. Previous day inspections reportcompleted. Associate using equipment identified.Associate admits to damage but did not report itto management timely.
WHAT ACTION SHOULD BE TAKEN?
VERBAL WARNING
WRITTEN WARNING
TERMINATION
Some conduct issues may need investigation to
identify appropriate level
of disciplinary action.
Investigation may indicate
lesser or higher level of severity
and suggest different action
needs to be taken.
Company Proprietary and Confidential Information 20
EXAMPLE ANSWERS
Property Damage
Customer complains driver created damage to property.
Investigation shows damage was slight and insignificant. Driver
reported incident timely. Investigation also indicates damage due
to new concrete bollards installed by customer making entry and
exit difficult for vehicle.
Safety Policies
Associate utilizing equipment without appropriate safetyequipment (harness and seat belt). Investigation identifies safetyequipment is inoperable. Associate made Manager aware priorto shift.
Harassment
Complaint by Associate regarding inappropriate jokes beingshared in break room. Investigation shows many witnesses, jokeswere inappropriate and included physical reenactments that wereoffensive. Associate admits to making jokes but denies touchinganyone in the reenactments. Witness testimony support thephysical touching.
Equipment Damage
Equipment damage reported to Manager by mechanic.Investigation shows pre-shift inspection not complete. Previous dayinspections report completed. Associate using equipmentidentified. Associate admits to damage but did not report it tomanagement timely.
WHAT ACTION SHOULD BE TAKEN?
VERBAL WARNING
WRITTEN WARNING
TERMINATION
VERBAL
WARNING
VERBAL
WARNING
TERMINATION WRITTEN WARNING
Company Proprietary and Confidential Information 21
KEY LEARNINGS FOR YOU
As a New Manager
Underperformance is the primary reason to consider a Performance Improvement Plan
(PIP).
The RNDC Discipline Process is typically used to correct unacceptable behavior.
When engaging in employment practices, align with your Manager and HR on the
best solution.
As a HR Professional
Performance management using the PIP process requires HR review and approval.
HR plays an important role in coaching Managers on how and when to consider
using the Discipline Process.
You are a RNDC Leader of employment practices. Ensure your management teams
understand how you can support them.
Company Proprietary and Confidential Information 22
YOUR ROLE AS A RNDC LEADER
The foundation of our success is grounded in the core values of family, service, accountability, honesty, and professionalism.
We are an industry leader known for exceptional professional development and career advancement that delivers excellence
in long-term sustainable business results and job satisfaction. We offer a vibrant culture for professionals who desire a work
experience that makes them feel accomplished, challenged and engaged. Simply stated, relationships and belonging matter
at RNDC. Our Associates genuinely care about the people and communities they serve. Every day, our Associates are inspired
to challenge themselves and achieve the fulfillment that comes from making valuable contributions to a successful and
thriving organization.
Every RNDC Leader has accountability to understand our human capital practices and role model the required leadership
behaviors and Company standards to ensure we provide the best workplace experience and culture that engages and grows
our Associates. We appreciate your leadership and commitment to our standards of excellence and vision at RNDC.
Our vision is to be the national distributor of choice of beverage alcohol producers who value the three tier system,
building branded products and profitability for all parties involved, and serving the needs of our associates, suppliers,
customers and community.