Leadership Resources

New Hire Form

The new hire form is for managers to complete as soon as an offer is made. Once an offer is made, complete the below form. HR will be notified and will send a welcome letter and then upon new hire acceptance, Gusto will inform the managers and HR will complete onboarding.

"*" indicates required fields

Name*

First Last

Preferred name

New Hire's personal Email*

Location*

Start Date:*

MM slash DD slash YYYY

Department*

Manager*

Job Title*

Employment Status*

Payment type*

Hourly

Second Choice

Pay rate*

($per hour, $per year, etc):

Identification Upload

Upload Birth Certificate, Driver License, Social Security Card, Passport, etc. (NOTE: At least one form of photo ID is necessary) Please inform HR if ID is not available

Drop files here or

Max. file size: 2 GB.

Formal Record of Employee Conversation (written warning)

Date of Conversation

MM slash DD slash YYYY

Method of Conversation

In Person

Phone Call

Text Message

Chat

Summary of Conversation

Employee Notes

Supervisor Signature

Supervisor Name

First Last

Supervisor Date

MM slash DD slash YYYY

Employee Signature

Name of Employee

First Last

Employee Date

MM slash DD slash YYYY

Witness Signature

Witness Name

First Last

Witness Date

MM slash DD slash YYYY

Informal Record of Employee Behavior (verbal warning)

Date of Conversation

MM slash DD slash YYYY

Method of Conversation

In Person

Phone Call

Text Message

Chat

Who is Submitting the Form

First Last

Employee Name

First Last

Summary of Conversation

Disciplinary Form (write-up)

This form should be used by leadership to report less-than-satisfactory employee work performance. The form will serve the purpose of documenting and tracking poor work performance. These forms will be stored in employee files and reviewed at each employee review meeting.

Name of Person Filling Form

First Last

Date of Incident

MM slash DD slash YYYY

Employee's Name

First Last

What occurred? Please include detailed information of the event(s)

Any more details you'd like to provide?

Link to the conversation in Slack or Front, Ticket in ShopMonkey, Customer Order in Woo, etc.

If you offered a solution or suggested a corrective measure, please include below:

Manager Signature:

Performance Improvement Plan (PIP)

this is best used to address under-performance, and is more collaborative in nature. Meaning, both parties - the employer and employee - must engage in this process for the PIP to be successful. The form is used to outline goals and markers for required improvement with an employee, as well as a time-frame of when an improvement in unsatisfactory performance is needed. The plan allows you to detail the company’s expectations with respect to employee performance and behavior. It also provides for follow-up meetings to discuss the employee’s progress in terms of meeting the company’s expectations. Upon the conclusion of the performance improvement plan, the company will make a decision as to the employee’s continued employment. We generally recommend that the life of the plan be 2-3 months. We also recommend either weekly or bi-weekly progress meetings throughout.

Employee Name(Required)

First Last

Date Plan Presented

MM slash DD slash YYYY

Your role is critical to the success of our organization. Currently, your performance is not meeting the Company’s expectations in several areas, which are discussed in more detail below. The Management Team has decided to place you on a Performance Improvement Plan (PIP). The life of this PIP is [30, 60, 90 or other] days. It begins on [date] and extends through [date]. Shortly after the end date, the Management Team will meet to decide whether you have successfully completed the Performance Improvement Plan. There are three potential outcomes: 1) Successful completion of the PIP; 2) Extension of the PIP; or 3) Termination of employment. This Performance Improvement Plan is not intended to be an employment contract or a guarantee of continuing employment. The company does not promise that you will remain employed until the end of the plan. Should you fail to make progress or should your performance or behavior decline during the PIP, you may be terminated before its conclusion. You may also be terminated for any other reason allowed by law, regardless of its relation to the PIP.

Performance Failing to Meet the Company’s Minimum Expectations(Required)

Productivity

Efficiency

Teamwork

Quality

Attendance

Conduct

Communication

Other

If "Other" Please explain(Required)

Examples of Performance Failing to Meet the Company’s Minimum Expectations(Required)

Deliverables and/or Other Expectations

Summary & Acknowledgement
Successful completion of this PIP is necessary for your continued employment with the company. The Management Team is committed to helping you achieve these goals, so please do not hesitate to reach out if you have questions or concerns regarding the deliverables listed in this document. To help you achieve these goals and provide you with regular feedback regarding your progress, your manager will meet with you bi-weekly during the course of the PIP. The dates of these meetings are listed below for your reference and it is imperative that you attend each of them.

Plan Presented by:(Required)

Plan Accepted by:(Required)

Date Accepted(Required)

MM slash DD slash YYYY

Periodic Review Notes

Please add the Date along with Any New Comments during your periodic review

For Management Team Use Only: Select an outcome

Performance Improvement Plan satisfactorily completed on

Performance Improvement Plan extended until:

Termination of Employment recommended

Date of Outcome

MM slash DD slash YYYY

Instructions For Establishing An Employee Performance Plan – For Management Use Only This performance plan may or may not take the place of oral or written disciplinary action and may or may not be used to supplement an oral or written corrective action, as appropriate. 1. The Manager will fill out the PIP based on all available information and ensure that it is easy to understand and provides expectations and goals that the employee is able to meet. If the Manager does not feel that the employee will be able to meet the established goals, they should speak with Human Resources to discuss other options. 2. The Manager will review the Performance Plan with the Department Manager and the Human Resources Manager. Any agreed-upon recommendations will be incorporated into the Manager's outline. 3. The Manager will meet with the employee in a confidential setting and review the Performance Standards, the employee's related performance issues, and the corrective actions prescribed by the plan. The Manager should consider the employee's input as appropriate. 4. The Manager and employee will discuss the established timelines for improved performance on each expectation to ensure they are reasonable; this should be documented under Deliverables and Other Expectations. 5. The Manager should articulate that success in the plan is necessary for continued employment, but that failure to progress or meet expectations or deadlines may also result in termination. 6. The Manager should get the employee's signature and date on the form indicating agreement with the performance plan. In most cases, an employee’s refusal to sign will result in immediate termination. Managers should discuss this possibility with HR in advance of meeting to ensure that everyone agrees as to the appropriate response. 7. Employees should be provided with a copy of the signed plan for their reference. 8. Periodic reviews (one to six, based on the complexity and duration of the PIP) will be conducted on a regular basis with the employee. The Manager and employee will initial each progress review. 9. At the end of the performance plan period, the Management Team will determine if the performance plan was satisfactorily completed, if it should be extended, or if the employee should be terminated. 10. The Manager should retain the original signed PIP for the duration of the performance plan. Upon completion of the plan, the original PIP should be placed in the employee's personnel file. Legal Disclaimer: This document is intended for informational purposes only and was created in accordance with federal law; it may not encompass state or local law.

Accident Investigation Report Form

INSTRUCTIONS TO SUPERVISOR Complete this form as soon as possible after an incident that results in serious injury or illness. (Optional: Use to investigate a minor injury or near-miss that could have resulted in a serious injury or illness.)

Type of Report(Required)

Injury

Illness

Near Miss

Name of Injured Person(Required)

First Last

Gender of Injured Person(Required)

Male

Female

Non-Binary

Birthdate of Injured Person(Required)

MM slash DD slash YYYY

Telephone of Injured Person(Required)

Job Title of Injured Person(Required)

Status(Required)

Date of Incident(Required)

MM slash DD slash YYYY

Time of Incident(Required)

Hours

Minutes

AM/PM

Part of Workday(Required)

If "Other" Please Describe(Required)

Location of Incident(Required)

Witnesses (if any)

Section Break

What caused the event?(Required)

Were safety regulations in place and used? If not, what was wrong?(Required)

Was a doctor consulted about this incident?(Required)

Yes

Name of Treating Physician(Required)

First Last

Phone Number of Treating Physician(Required)

Section Break

Part of Body Affected (checkall that apply)(Required)

Amputation

Broken bone

Bruise

Burn (heat)

Burn (chemical)

Concussion (to the head)

Crushing Injury

Cut, laceration, puncture

Hernia

Illness

Sprain, strain

Damage to a body system:

Other

Unsafe Workplace Conditions(Required)

Inadequate guard

Unguarded hazard

Safety device is defective

Tool or equipment defective

Workstation layout is hazardous

Unsafe lighting

Unsafe ventilation

Lack of needed personal protective equipment

Lack of appropriate equipment or tools

Unsafe clothing

No training or insufficient training

Other

Unsafe Acts by People(Required)

Operating without permission

Operating at unsafe speed

Servicing equipment that has power to it

Making a safety device inoperative

Using defective equipment

Using equipment in an unapproved way

Unsafe lifting

Taking an unsafe position or posture

Distraction, teasing, horseplay

Failure to wear personal protective equipment

Failure to use the available equipment or tools

Other

Why did the unsafe conditions exist?(Required)

Why did the unsafe acts occur?(Required)

Is there a reward (such as “the job can be done more quickly”, or “the product is less likely to be damaged”) that may have encouraged the unsafe conditions or acts?(Required)

Yes

Describe(Required)

Were the unsafe acts or conditions reported prior to the incident?

Yes

Have there been similar incidents or near misses prior to this one?

Yes

What changes do you suggest to prevent this incident/near miss from happening again?(Required)

Stop this activity

Redesign task steps

Routinely inspect for the hazard

Guard the hazard

Redesign work station

Personal Protective Equipment

rain the employee(s)

Train the supervisor(s)

Enforce existing policy

Other

What should be (or has been) done to carry out the suggestion(s) checked above?(Required)

Section Break

Attachments (write number of attachments in space provided)

Written Witness Statements

Photographs

Maps/drawings

File

Max. file size: 2 GB.

Section Break

Name & Title of Supervisor Preparing this Report

First Last Title

Names of Others on Investigation Team

First Last Title

Signature

Date

MM slash DD slash YYYY

Legal Disclaimer: This document is intended for informational purposes only, and does not constitute legal information or advice. This information and all HR Support Center materials are provided in consultation with federal and state statutes and do not encompass other regulations that may exist, such as local ordinances. Transmission of documents or information through the HR Support Center does not create an attorney-client relationship. If you are seeking legal advice, you are encouraged to consult an attorney.

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