Underwood Carpenter Employee Handbook - Latest 02 11 16

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If, over the given review period, your work performance continues to fall below the standards required and you fail to achieve a fully acceptable level of performance, then your Manager will initiate the next stage of this procedure. Step 3 If your performance has still not improved to the required standard you will be written to and formally asked to attend a meeting. You will be told that the outcome of that meeting may result in a final written warning for poor performance. This will be issued in writing giving the same level of detail as was provided to you at step 2 of the process. A final written warning is the final warning prior to dismissal. If performance does not improve during the required period, then step 4 will be invoked. Step 4 If, following a final written warning being issued, your performance continues to fall below the required standard, you will be asked to attend a final formal meeting. You will be told in writing when you are invited to this meeting that the outcome of that meeting may result in your dismissal. In all instances the Company reserves the right to start the performance process at an appropriate level. This may mean commencing the process at step 2 or step 3 due to the seriousness of the underperformance, the adverse effect of the underperformance on the business or the level of responsibility of the person concerned. Formal Performance Meetings At formal meetings your performance will be discussed and where appropriate, actual examples of where/how your performance is not satisfactory will be given to you. Your Manager will hear your comments and if necessary, will then instigate an investigation to gather any required information prior to a decision being made by the Company whether to issue a warning or dismiss you. Where appropriate and practical this investigation will be carried out by another Manager. Witnesses As part of the investigation process it may be necessary to interview witnesses. In appropriate circumstances, such as where you believe that the statements made by the witness are inaccurate or incomplete, it may be appropriate for a witness to be asked to confirm the details of their statement or provide further information in response to your queries. You will be asked to raise any queries you have regarding the witness’s statements in advance of the meeting when you are provided with the content of statements. Content of a Formal Warning Should you be issued with a formal warning this will be confirmed to you in writing. In that letter you will be given clear information regarding where/how your performance is not satisfactory, how the Company expects you to improve and what support the Company will provide. Information will also be provided as to what the consequences may be, should your performance not improve. You will also be given a clear understanding of when the next review/s of your performance will take place. Performance Management Appeal You have the right to appeal at every formal stage of this performance management procedure. The reasons for the appeal should be submitted in writing within 5 working days. An appeal hearing date will be arranged as soon as possible and usually within 10 working days of the date of appeal. As in all formal meetings, you have the right to be accompanied if you attend an appeal hearing. Employee Handbook Issue Date: November 2016 24
Right to be Accompanied You have the right to be accompanied by a colleague or an accredited trade union representative or a union official who has been approved by the union to act as a companion for you during formal performance management and appeal hearings. This companion should act as a witness to proceedings for you. Your companion will have the right to address those present and may respond on your behalf to any views put forward during the hearing. However, your companion cannot answer questions on your behalf, but they will be able to confer with you throughout the hearing. If your chosen companion is not available, you can ask the Company to postpone the interview by up to 5 working days. A postponement will be agreed providing it is considered to be reasonable. No postponement beyond 5 working days will be allowed. Duration of Warnings Step 2 – Written warning – current for 6 months Step 3 – Final written warning – current for 12 months Performance Dismissals Any employee dismissed for poor performance (with the exception of a dismissal for gross incompetence) will be dismissed with notice. If appropriate, the Company may pay such notice in lieu, or require the employee to stay off work for the duration of the notice period, or require the employee to take any holiday that has been accrued. Alternatives to Warnings or Dismissal As an alternative or in conjunction with a formal warning or dismissal, the Company reserves the right to take any or all of the following where this is deemed appropriate given the performance shortfalls: • A change of duties to avoid a repeat of the performance issues experienced; and/or • A demotion to duties which will endeavour to avoid a repeat of the performance issues experience; and/or • A reduction in salary/benefits commensurate with a revised role, duties or an entirely new position. Disciplinary Procedure for Misconduct Should an act of misconduct be thought to have been committed the following procedure will apply: Steps of the Procedure and Duration of Warnings Step 1 – Written warning – current for 6 months Step 2 – Final written warning – current for 12 months Step 3 – Dismissal In all instances the Company reserves the right to start disciplinary proceedings at an appropriate level based for example on the seriousness of the act of misconduct, the adverse effect of the act on the business, length of service or the level of responsibility of the person concerned. Examples of different types of misconduct and how seriously they will be viewed are given at the end of this procedure. Investigations No action will be taken before a proper investigation has been undertaken by the Company. What constitutes a proper investigation will depend on the specific circumstances and may involve a meeting with you, or may simply involve the collation of evidence; this will be a matter for the Company’s judgement. Employee Handbook Issue Date: November 2016 25
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Page 7 and 8: Section 1 This section covers non-c
Page 9 and 10: Eye Sight Tests for Display Screen
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Page 39 and 40: C. Consideration of Suitable Altern
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Underwood Carpenter Employee Handbook - Latest 02 11 16

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