Corrective Action and Termination Assessment
This Self-Assessment has been completed and forwarded to you by the person identified below on behalf of the company also identified below for purposes of receiving your professional analysis of the responses it contains and your legal advice based upon that analysis.














1. Are “corrective action” procedures used to warn employees of rule infractions, misconduct or poor performance?

If so, are corrective action steps part of those procedures?


How and how often are those procedures communicated to employees?


Are supervisors trained in the effective use of those procedures?


Who reviews the implementation of the procedures?


2. Who has the authority to discharge employees?


Are all discharge decisions required to be documented?

Are discharge decisions reviewed?

If so, by whom?


3. Are exit interviews conducted with all terminating employees?

If so, what are the questions asked?


How is the information used?


Who reviews the information gathered?


4. How are employees selected for layoff?


Is seniority the sole criteria used?

Are seniority and performance combined to determine which employees are laid off?

Who reviews layoff decisions?


5. Are terminated employees paid accrued vacation time?

6. When are final paychecks delivered to terminated employees?


7. Who informs eligible terminating employees of their COBRA rights?





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Important Facts

Studies have determined that Employee-involvement practices generate a 66 percent higher return on sales, 20 percent higher return on assets, 20 percent higher return on investments, and a 13 percent higher return on equity.


Ed Lawler & Susan Mohrman, USC Center for Effective Organizations, Workforce, December, 2001.

Research indicates 25% of managers time is spent on conflict-related issues. Unresolved conflicts impede operations, decrease productivity and increase negative attitudes among staffers

Philip Chard, a psychologist and CEO of NEAS, Inc, 2001.

 

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