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Tricey’s Catering. P.O. Box 1005 Rockford IL, 61101 www.triceycatering.com

February 21 2016

Tricey’s Catering.

P.O. Box 1005

Rockford IL, 61101

Attention: Lynn Whitfield, Project Office Manager

We are pleased to submit "A Proposal for the Implementing Disciplinary Policies and Actions Project" in response to your request of January 5, 2016.

The disciplinary plans described in the attached proposal uses the most advanced techniques, policies, and procedures. Of particular interest is the Progressive and Hot Stove techniques, which are hoped to be implemented in order to better incorporate the most efficient parts of both in order to make a smooth transition into the existing environment. As you all may know, the overall results of the solution is an important issue for everyone involved in this project.

If you have any questions, please do not hesitate to call or email us.

Yours truly,

Matrice Harvey, Project Manager

Enclosure: Justification Report

Table of Contents Executive Summary Error! Bookmark not defined. Problem Statement Error! Bookmark not defined. Terminology 5 Report Overview Error! Bookmark not defined.-6 Overview of Alternatives 6-7 Criteria 7 Research Methods 7 Evaluation of Alternatives 8 Findings and Analysis 8-9 Recommendation 10

Executive summary

This report discusses the implementation of disciplinary policies and actions at

Tricey’s Catering. This will be done through a proactive method, a quick reaction, and incorporating the rules in current environment. The possibility of introducing two disciplinary write up forms. One being a Verbal Warning form to be documented when employees are issued a verbally notice for noncompliance. The second being a Write Up form; this is to be filed after numerous failed attempts to issue verbally warning. Tricey Catering is hoping as a result of these changes there will an alterations within the company’s ability in providing reliable, efficient work, and an equal workplace environment.

Disciplinary Action Plan

Currently, Tricey Catering’s policy for kitchen etiquette, behavior, personal hygiene, and other work related issues are resolved with penalizing actions. However, even though this is stated on pages 20-22 of the employee handbook, there is no set system for managers to adhere to when dressing these issues. Our current actions start with verbal counseling, this method is has proven effective, however in business documentation of all infractions is of the utmost importance. The goal of this report is to successfully develop guidelines and procedures for managers to properly deal with these issues. As new hires enter the company, the procedures must continue to be effective. Correctional procedures are important tools for mangers that must be kept up to date.

Tricey’s Catering currently does not have a specific plan of action for dealing with disciplinary actions of staff members. With the continual growth of the company and staff the company has faced the problem of personal responsibility of work produced and following company policies. To be able to resolve these growing concerns within the company problems must be detailed, identified and defined; and the Virginia Department of Agriculture and Consumers Services regulations must be followed, and a resolution must be provided.

“Progressive” –a discipline plan where the penalties increase upon repeat occurrences.

“Hot Stove” – When you touch a hot stove, your discipline is immediate, with warning, consistent, and impersonal.

Report Overview

In order to guarantee that all practices are fair there are a few approaches to take: a proactive method, a quick reaction, and incorporating the rules in current environment. Documentation in this form will filed in individuals personnel file within the company. These three methods will be implemented along with a progressive discipline plan. The progressive discipline plan, if approved, will be included in the employee handbook, this will provide a helpful tool for all employees.

Proactive Method

This method involves developing an instructional class to be included in during the hiring procedure. This will provide potential staff members with a strong summarized understanding of what will be expected of them within company; this will also provide them with the knowledge of what discipline will be taken against them when policies are not followed.

Quick Reaction

This method requires specific procedures and policies to follow when taking action against staff who do not follow company policy. These actions will include verbal warning and a write up. A form for each of these actions is included in the Appendix that follows.

Incorporating the Rules in Current Environment

Implementing the new procedures into the current work environment will require training for all older employees, as well as documentation of training. This can be fulfilled by the same training given to new hirers in proactive method. After training is complete employees will be asked to acknowledging their participation and understanding of the training course by giving their signature. It is also important to put managers in the training course as well, and have their own training session on how to properly use the new procedures. Setting up guidelines for implementing these procedure is important to ensure that the rights of the staff are not violated, and actions are taken in a professional way.

The two alternatives provided in this report meet the criteria set by the company:

Alternative A –“Hot Stove” Rule:

The “Hot Stove method of discipline provides employees with immediate feedback. If you touch your hand to a hot stove, it burns, in other words the effect is clear and immediate. You know beforehand what happens if you touch a hot stove and you can tell a stove is hot because of the flame or the heat can be felt. This method relies on that beforehand knowledge. Knowing beforehand what behavior are not tolerated in the workplace will help prevent disciplinary actions. Consequences must be applied consistently. If you touch the hot stove, you get burned no matter how many times you touch it, and no matter how long you hold it there. Consequences for employee actions must be the same, each and every time there is an infraction there must be disciplinary actions taken. A hot stove is no respecter of person, it only relies on your actions. If you touch it, you get burned. If anyone else touches it, they also will be burned. The consequences are not personal - the consequences are based only on the behavior of the individual (Straub, J. T., 2000).

Alternative B – Progressive Discipline:

In progressive discipline, employees are subject to increasing, or advanced, disciplinary actions for misconduct. The idea is to take just enough action necessary to stop the behavior. Most progressive disciplinary systems involve four steps, and focuses on protect against wrongful termination lawsuits as well as employee rights. A progressive discipline system is a good way to properly discipline employees and deal with performance problems. Step by step protocols must be closely followed to ensure that any employee fired because of inferior performance was treated fairly and in accordance with your company’s policies (HR Specialist, 2015).

Criteria

There are a few set criteria for managers when using and teaching these new polices.

1. Training -Managers must first have an understanding of their responsibility with disciplining lower level staff members. Making expectations clear and employees aware is important before procedures can be used. Employees must be made aware of exactly what their roles and responsibilities are in the company. Only after the company has established expectations will managers be able to effective correct employee issues.

2. Awareness-Managers must make these procedures known before a problem is created. Discipline should start with verbal warning and end in termination. Managers must learn to identify problems in the early stages, address them, and make the employee accountable. Employees must be given the opportunity to correct issues in a positive manner through the process.

3. Consistency-Issues with employees must be addressed consistently to maintain success. For an employee to understand and meet the needs of the company, managers must be consistent in the way they handle employee issues. Consistently dealing with employee issues allows them to function in their job stress free because they know the process.

4. Follow-up-When a disciplinary action is taken on an employee, mangers must provide the employee with feedback on their progress correcting the issue. Managers cannot be completely effective unless there is a follow up. Feedback must be present in the process.

5. Reeducating-Managers need to perform performance appraisals, follow up meetings, or coaching sessions consistently for an employee that was issued disciplinary actions.

Research Method

There are many methods we would like to use to stay consistent, accurately implement new disciplinary actions, and making staff members accountable for their actions. Implementing these policies will hold everyone in the company to hire standards. Upon approval of these methods by the company, the company’s lawyer will look over this report to ensure there is no violation of employee rights. Once approved by a lawyer they can then be put into action within the company and implemented into the employment handbook. Taking disciplinary action on subordinates will ensure they take accountability for their actions.

Evaluation of Alternatives

Training

1. Alternative A – Focuses on making sure all employees know beforehand what happens if there is an infraction. Proclaims that knowledge of what the discipline beforehand will help prevent the discipline.

2. Alternative B – Requires employees to go through training to learn all policies and how to avoid breaking rules. Makes it a priority for managers to consistently provide employees with reminders of what rules there are and how to avoid breaking them.

Awareness

1. Alternative A - Fair warning must be provided and employees should be disciplined for violations only if they had notice prior to that certain behavior being violated.

2. Alternative B – Company policy or rule are consistently reviewed and upgraded. Training is required by all employees as well as mangers. Employees go through verbal as well as written warning before serious action is taken.

Consistency

1. Alternative A – Consistency in discipline is required. A hot stove doesn't give you a pass every once in a while. In order for discipline to be as effective the discipline should be applied the same across the board. If the company is lenient with discipline, then it should apply consistently with all employees in the same situation. Harshness of punishment should be consistent as well. If one employee is terminated for being late three times without good cause, then all other employees should receive the same action.

2. Alternative B – employee infractions must be addressed consistently to maintain success. For an employee to understand and meet the needs of the company, managers are consistent in handling employee issues. Consistently dealing with employee issues allows them to function in their job stress free because they become aware of the process.

Follow-up

1. Alternative A – Mangers are encouraged to do an initial follow up with employees.

2. Alternative B – Mangers are required to do frequent follow ups with employees who received any form of discipline and provide them with reminders of the rules.

Reeducation

1. Alternative A – This method does not really promote any reeducation training or classes for employees who have made infractions. It bases its reeducation off of you learning your lesson from being burnt once.

2. Alternative B – This method puts reeducation in the forefront and makes it a requirement for employees who have been disciplined.

Findings and Analysis

Both Alternatives are great options when researching disciplinary actions for your company. Both alternatives make it a priority to educate employees and make disciplinary actions are kept consistent throughout the whole process. Alteration A steps focus on making their process easy to understand by using a hot stove as a breakdown. This is best expressed in The Rookie Manager: A Guide to Surviving Your First Year in Management by Straub, Joseph T. “Provide warning. (A hot stove sizzles before it burns.), Act promptly. (A hot stove doesn't wait to respond.), be consistent. (A hot stove always burns.), Make the penalty fit the offense. (A hot stove burns by degrees.), be impartial. (A hot stove burns everyone.), Make no apology. (A hot stove doesn't say "I'm sorry."), Behave unemotionally. (A hot stove doesn't get upset or lose control) (2000, p.126).

Alternative B has a more compassionate approach, and provides many chances for an employee to learn from the discipline. Oral reprimand, Written warning, Final written warning, Termination review, and Termination are the five stages that are required in Progressive discipline. Clarity is also stressed as an important factor in order to make employees aware of all the rules. Alternative A stresses that “Employees must understand that their behavior violates company rules. Employment law differs from civil law in that employees can use “ignorance of the law” as a defense. In other words, if they didn’t understand the consequences of their actions, they may be off the hook—and you could be on it!” (HR Specialist, 2015).

Figure 1 below provides a breakdown of how Alternative A & B preform in each area:

Figure 1: Graphic Analysis of Findings

Recommendation

It is recommended That Tricey Catering takes the practices of training managers and employees from Progressive Discipline (Oral reprimand, Written warning, Final written warning, Termination review, Termination), and Implements them into our practices. I also feel that we should take some of the cut and dry Practices of the “Hot Stove” rule. However the use and integrating of these practice must be reviewed and decided on by the board.

References

4 principles for creating a progressive discipline system that works. (2015). HR Specialist: Pennsylvania Employment Law, 10(2), 4.

Berryman-Fink, C., & Fink, C. B. (1996). Disciplining Employees. In , Manager's Desk Reference (pp. 81-88). American Management Association International.

MARIANO, M. (2012). The Need for a Progressive Discipline Policy. New Jersey CPA, (36), 18-19.

Straub, J. T. (2000). The Rookie Manager : A Guide to Surviving Your First Year in Management. New York, N.Y.: AMACOM.