1. WORKERS TOGETHER Terminations (Outplacement)

2. Outplacement Types:  Voluntary  Involuntary  Job Abandonment  Reduction of Workforce  Death

3. Voluntary Resignation Retirement REQUESTED Notice:  Non Exempt  Exempt

4. Involuntary Individual is paid for time worked during that pay period and any unused vacation time. May affect eligibility for re-hire

5. Job Abandonment 3 consecutive days without properly reporting and/or without acceptable explanation. Effective date become last day individual physically worked. Written notice will be given to employee. Extenuating circumstances may be considered for no call/no show. May affect eligibility for re-hire.

6. Reduction of Workforce Elimination/modification of job Changes in job functions/technology Two weeks notice (if possible) Severance pay (at least one continuous year of emp) Actual time worked Accrued unused vacation

7. Reduction of Workforce Rehired employees  Affected employees are eligible for rehire  Not required to refund severance pay if break in service  Some Divisions have time requirements for how long positions must remain vacant before rehire can take place

8. Death Effective date of termination is date of death. Any payments due will be processed according to beneficiary designations or employee’s estate.

9. Exit Interviews Purpose:  Return of TSA property  Review financial arrangements  Review reasons for termination  Obtain employee input and suggestions

10. INVOLUNTARY TERMINATION - PROGRESSIVE DISCIPLINE DOCUMENT!  DOCUMENT! DOCUMENT!

11. PROGRESSIVE DISCIPLINE Acceptable Reasons for Termination (with progressive discipline):  Substandard performance  Failure to work cooperatively and professionally with others  Failure to demonstrate appropriate conduct  Excessive absenteeism or tardiness  Failure to comply with safety or security rules and procedures  Failure to cooperate with an internal investigation  Carelessness or negligence in the use of TSA property  Sleeping on the job  Fraternization  Violation of any TSA policy, guidelines and/or procedures

12. Progressive Discipline System:  Verbal warning (documented in writing)  Written warning (accompanied by verbal discussion)  PIP  Probationary period  Suspension (unpaid)  Termination

13. Progressive Discipline – First Occurrence Offenses Insubordination Unauthorized release of TSA information Verbal abuse while on TSA premises or TSA business Falsification of any work, personnel, records Inappropriate use of E-Mail or Internet Unauthorized use or removal of TSA property Unauthorized taking of TSA funds Error or negligence causing significant financial impact to TSA

14. Progressive Discipline – First Occurrence Offenses Dishonesty Theft Use of TSA time and resources for personal gain Discrimination against or harassment of co-workers Being under the influence of illegal drugs or alcohol during work hours or while on official business Deliberate damage to TSA property Violence or threats of violence against employee, member, donor, patient, client, or Officer Serious or malicious misconduct of any kind

15. Progressive Discipline – First Occurrence Offenses System  Suspension (investigatory)  Termination

16. Scenarios For following: identify what policy affects the scenario and what’s wrong with what the manager did/said/wanted to do.

17. What’s Wrong With This Scenario? Maria worked Monday from 8-2:30. At 2:30 she went home complaining of a headache. Tuesday Maria was scheduled to work, but didn’t show up. The same was true for Wednesday. On Thursday Maria was scheduled to work from 9:30-3:00. Again she didn’t show up and her manager had not heard from her. He typed a letter stating he was terminating her employment because she hadn’t showed up to work and placed it in the mailbox to go out at 10:00 that morning.

18. What’s Wrong With This Scenario? Henry’s performance over the past year has been steadily going downhill. He has missed deadlines, made a habit of coming in late, and has called in sick 23 days in the past 10 months. Today, Sarah, Henry’s manager, found him sleeping in the warehouse. The CO called Tom, the Divisional HR Director and explained the situation to him. “We gave him the benefit of the doubt on his last performance review because we figured he was just in a slump. I’ve talked to him several times about these issues and each time he promised things would get better. Nothing has. This was the last straw and I’m done. We need to let him go – now.”

19. What’s Wrong With This Scenario? Sammy has given notice that he has found other employment and will be leaving his position as Store Manager three weeks from today. When the HR Manager meets with the AC regarding this situation, the AC states, “I don’t want employees who are not dedicated to TSA here. Give him his final paycheck and vacation pay and tell him today is his last day.”

20. What’s Wrong With This Scenario? Marty and his wife are at a restaurant Saturday evening enjoying a much needed date night. Marty’s wife looks across the room and states, “Marty, isn’t that your Development Director over there drinking?” Marty turns and watches as his Development Director take a few shots with a group of other people. “He won’t be my Development Director as of tomorrow morning”, Marty says. “I was pretty sure he had a drinking problem”.

21. Questions?