Progressive Discipline& Best Practices

Discipline Policy:

It is the company’s policy to conduct disciplinary action in a fair, appropriate and consistent manner, within the at-will employment context.

•Why is this important?

- Makes Prism a Good Employer

- It’s the Right Thing to Do

Avoiding Discipline Problems:

Tell your employees what you expect and 99% of your problems will go away…...

•Set Expectations through Job Descriptions, Competencies, Goal Setting, Orientation.

•Provide Regular, Constructive Feedback through Coaching & Counseling, and 1 on 1s.

- Timeliness, Consistency & Objectivity

•Seek out Feedback

Avoiding Discipline Problems:

•Conduct both Formal & Informal Performance Reviews

•Review Employee Handbook and specific policies

•Practice Good Recordkeeping

•Be a Manager, not a Therapist

Progressive Discipline:•Why do we issue discipline?

- To Improve Performance

•Designed to make an employee aware of a problem and to give them an opportunity to fix it.

•Applies to all employees regardless of length of service and position.

Prism does not have a Probationary Period. However, new associates should be given at least one warning prior to terminating.

Discipline Notices:•Verbal & Written Warnings for Attendance,

Performance or Conduct.

•Standardized Corrective Action form or Memorandum following same format.

•No notes or other documentation to personnel file without employee’s signature.

Corrective Discipline

Progressive Discipline

Regular feedback documented (e-mails, memos, etc.)

Documented Verbal Warning

Documented Written Warning

Documented Final Warning

Suspension (as appropriate) – Investigation Results must be documented

Dismissal

Managers and HR should partner together for recommendations regarding the strategy and appropriate process to follow.

Considerations before a corrective discussion

• Do you have all the facts? Ask questions. Give the team member an opportunity to explain?

• Were expectations properly communicated to the team member? If the infraction is repetitive, has the team member been counseled properly and aware of the policies?

• Has the case been properly documented?

Verbal Warnings (Counseling)

•Formal indication of dissatisfaction with the employee’s work performance or warning on the first violation of an established rule policy/procedure or policy of the hotel or department.

May be appropriate for minor rule infractions; minor misconduct; or unsatisfactory performance.

Generally issued when previous discussions or informal coaching and counseling sessions have not resulted in desired improvement.

The employee will be asked to acknowledge receiving the warning (via signature)

Written Warnings

•Generally issued for serious rule infractions or misconduct; repeat offense; or continued performance deficiencies.

Informs employee that a serious problem exists and employment may be in jeopardy.

Should list any previous disciplinary action that has taken place and corrective action required.

The employee will be asked to acknowledge receiving the written warning (via signature).

Final Warning (if applicable):

•May be appropriate for “repeat offender” of low-grade offenses—including poor performance, repeated tardiness, consistently failing to punch in or out for shifts, etc.

Assumes that employee has already received prior disciplinary notices.

Notifies employee they have one more chance to improve.

Suspension Pending Investigation:

•Employees should always be asked for a written response to allegations.

•Must always complete a written warning form when suspending an employee.

•Employee is not permitted to be on property during a suspension.

• If an employee with house bank is suspended, you must retrieve bank keys ad notify accounting to pull banks for an audit.

Suspension Pending Investigation (cont’):

•Don’t commit to a specific time frame.. it depends on the scope of situation precipitating the need to investigate.

•Summary of Investigation and Witness notices if applicable should be maintained.

•Suspension is NOT used as a form of discipline.

•Employees who are reinstated following suspension WILL BE PAID for time missed.

•Employees who are terminated following suspension will NOT be paid.

Corrective Active Discussion:

• Know your facts.

• Have the discussion as soon after the issue occurs as possible.

• Keep conversation on track;

• Be constructive; focus on performance or conduct, not feelings or judgments.

• Never have the discussion when you’re upset or emotional.

Corrective Action Form:

Two good reasons for properly writing a corrective disciplinary form are:

1.When applicable, the company should not incur unemployment benefit expenses (if you can prove competence and that the team member was showing insignificant effort).

2.The legal implications for writing a good / bad corrective disciplinary form can mean the difference between no legal exposure or a law suit (stick to the facts and facts alone).

Show Corrective Action Form

Corrective Action Form:

• Be specific about the offense, incident, performance issue, etc. Include date, time of occurrence, and work rule that was violated if applicable.

• Avoid subjective language and keep in behavioral terms.

• Include backup documentation if appropriate.

• State what needs to be done and by when.

“In the future I expect you to arrive ready to begin working promptly at 8am each day you are scheduled to work”.

Corrective Action Form:

• State potential consequences if improvement is not shown or if infraction occurs again.

• Conclude with the phrase, “Any future infraction, violation of company policy, or unsatisfactory performance may result in further disciplinary action or possible termination of employment”.

Corrective Action Form:

• If applicable, detail previous disciplinary action.

• Record items such as action taken, date of incident, reason/type of violation and who it was presented by.

• Only current disciplinary action should be recorded (no more than 12 months).

• Encourage employees to write comments on the form or on a separate sheet.

• Employee should be provided a copy of the notice.

• Check appropriate box stating whether or not you have suspended the employee.

Corrective Action Form:

• All disciplinary forms must be signed by the employee and manager/supervisor issuing the warning.

• All disciplinary forms must be signed by HR and the GM.

• If they refuse to sign, have another manager witness refusal and explain to the employee that the warning is still valid.

• Original form should then be submitted to HR and kept in the employee’s personnel file.

Performance Improvement Plan (PIP)

•PIPPerformance Improvement Plan

Name: Review Period: Manager: Position: Competency Goal Action Plan Expected Date Results Expected

and Achieved Managing vision & People

Establish credibility and awareness on functions on the functions can support and partner executive team

Meet with key stakeholders to establish credibility through a consultative approach

Set up project scope to plan timelines, deliverables and measureable outcomes

Project scope: weekly until due date of

Buy in from stakeholders and EC

nctional Technical Expertise

Establish a new hire training and development program for housekeepers that are new hires or retraining or development.

Outline training items and assigned trainers Develop a checklist of all training items to be completed Implement an evaluation process Brand required training Present and communicate new training program to EC

Develop outline by: Develop checklist Identify trainers and certify Pilot training for 4 weeks Present final product by

Check list and outline documented Training program piloted Full program presented to EC and approved

Failure to meet all outlined all outline items by …. Will lead to employment termination with. Your signature serves as acknowledgement that this plan was given to you and the expectations communicated for you continue your position with us Housekeeping manager or director Associate name Date Supervisor Date

Performance Improvement Plan (PIP)

•PIP’s should be delivered as a form of early intervention – Precedes written warning.

•Should be delivered when success is the desired and likely outcome. Otherwise, just issue discipline (Corrective Action).

Performance Improvement Plan (PIP)

Review the form. Make sure to point out that originals of both documents should be turned into HR and no hardcopies should be kept in someone’s office as in the past some of these have “disappeared”.

•Protect the folder where the soft copies are saved. This is between you, the associate and HR.

•Associates at Prism are at-will employment status. This means that when they willingly choose to work for our properties, they agree to work under our performance standards and to follow our policies and procedures when they accept our employment offer.

Performance Improvement Plan (PIP) cont’• Associates who do not agree to sign and

acknowledge the required items for improvement leads to voluntary resignation as our expectations are non-negotiable.

• Do not let an associate take the action plan form with them overnight or for several days.

• The employee does not have to agree but has to comply to remain employed.

• Action Plans for EC members must be reviewed and approved by Corporate HR and VPs.

Sales Performance Improvement Plan (PIP)

Review the Sales PIP Memo and Instructions.

Hotel Anywhere

Memo To: Sales Manager

From: DOS

CC: General Manager & Human Resources Manager

Date: 8/13/2015

Re: Performance Concerns

The purpose of this memo is address concerns with your recent performance.

Paragraph One

This section should reference exactly what the performance issue is with specifics, and back-up if applicable.

i.e. – revenue performance vs. goal, sales activity performance vs. goal, lack of new business in the pipeline with revenue or room nights numbers, lack of relationships with clients with specific clients outlined, etc.

For example: Mary, you have had two back to back months of failure to achieve your revenue numbers and failure to achieve your outside call goals. For April and May, you were expected to book $45,000 in revenue and make 80 outside sales calls in the two months combined. You booked $7000 and only completed 47 outside sales calls.

Paragraph Two

This paragraph should reference previous coaching discussions, emails, conversations relating to the performance concern. These should be dated and give specific reference to the performance concern at hand.

For example: In our one-on-one on March 7 I suggested that your outside sales calls seemed to be slipping and didn’t appear to be a as focused as they had previously. You assured me that was not the case and they you would re-focus on your calls. Subsequently, in our one-on-ones on April 14 and April 28 we discussed my concerns for your revenue production over the past 30 days and my concerns about your weak pipeline for the upcoming month. In addition we discussed your corresponding lack of outside sales calls over the same period of time. I gave you specific suggestions of companies to target on these calls and even offered to join you. Finally, I sent an email on May 15st, advising you that you were not pacing to achieve your outside call goals again for the month of May and how this directly is impacting your underachievement of revenue production. I again made suggestions and recommendations for new markets to penetrate and offered again to join you.

Performance Discussions• Prepare & Practice

• Schedule the discussion whenever possible and appropriate.

• Choose the right location, in private and with witnesses as needed.

• Be constructive.

• Be professional, stay focused on the issue, not the person.

• Don’t make it personal

• Be brief and to the point

• Re-set expectations

• Do not negotiate standards

Best Practices

• Set the right expectations.

• Communicate and provide feedback on a regular basis.

• Recognize and reinforce positive behaviors and accomplishments.

• Document conversations, incidents and feedback discussions.

• Be proactive

• Be consistent

• Know Prism’s Employee Handbook.

Best Practices (cont’)

• Don’t set precedents

• Partner with HR

• Model our Prism Core Values

• Follow up with the employee