Snap-on (NYSE: SNA) is a leading U.S. designer, manufacturer and marketer of tools and equipment to professional tool users. It was founded in 1920. Snap-on is located in Kenosha, Wisconsin, and employs approximately 11,500 people worldwide. The company is currently worth 2.4 billion dollars (US) and is one of the companies on the S&P 500.

Communication:

Communicates confidently and clearly with others

• Is clear and concise in communication

• Effectively communicates own needs

• Liaises and consults with others

• Is able to communicate effectively in writing

Positive Indicators Contra Indicators

* Expresses themselves clearly and to the point



* Unclear in communication

* Is articulate - able to convey their needs to others - purpose, importance and consequences



* Talks around the subject

* Is courteous, tactful, helpful and shows sensitivity



* Written communication can be too lengthy or ambiguous

* Actively listens



* Drafts letters that are not appropriate or are not well written (grammar, punctuation)

* Has a confident manner and projects credibility both face to face and over the telephone



* Lacks confidence in communication

* Keeps others informed



* Poor written communication skills

* Able to write memo's and draft letters as appropriate



* Tends not to listen to what others have to say

*



* Fails to give others the information they need



8. Commitment:

Displays commitment and self-motivation

• Completes and finishes tasks, not giving up

• Is conscientious and takes pride in their work

• Works to high standards

• Is reliable and consistent - not letting others down







Positive Indicators Contra Indicators

* Perseveres with tasks until completion



* Lacks motivation

* Takes responsibility



* Demonstrates a lack of concern with their own standards and quality of work

* Is enthusiastic and positive in approach to work



* Loses interest easily - leaves tasks unfinished

* Prepared to put in extra time when required



* Poor attendance

* Sets high standards and strives to achieve them



* Not willing to put in extra time/effort when needed/necessary

* Concerned in projecting a good image of the department/company



* Pessimistic approach - only sees the negative

* Is reliable - can be depended upon by others



* Lack of concern for others

* Is willing to go beyond the job if required



* Lets others down - cannot be counted on



Disciplinary Procedure for Managers:

It is the company's policy to ensure that the required standards of performance and conduct are maintained. In some cases it will be necessary to take formal disciplinary action, which could range from a verbal warning to dismissal, and it is the company's policy to implement effective and equitable arrangements for handling such matters to ensure fair treatment of all employees.

The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.

There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.

Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.

Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.

At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.

No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.

Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.

The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.

The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:

* Stage 1 - Verbal warning: 03 months

· Stage 2 - Written warning: 06 months

* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal

These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.

The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.

Required Performance for Workers at PTC:

At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.

Rating System Against the Core Job Areas:

Rate


Demonstration against the core job areas

1


Demonstrates a low skill / knowledge level in most of the core priority area for the job. Highly intensive training or re-education is required.

2


Demonstrates some effective skill / knowledge in the competence area for the job but there are some important core skill gaps to be developed.

3


Demonstrates effective skill / knowledge in majority of the competence area for the job. Has attained standards expected of the target group given the constraints of the environment and the job areas. The are still some area that need to be developed.

4


Demonstrates highly effective skills / knowledge in all the core priority areas of the job. Is performing above the standards expected in the role. There are some minor areas that need to be developed.

5


Is extremely effective in all the skill / knowledge areas required in the job. Is performing at the highest standards expected in the role.



List of Misconduct for the workers:

The following acts come under the category of misconduct by the workers:

i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.

ii. Theft, fraud, or dishonesty in connection with the employers business or property.

iii. Willful damage to or loss of employers’ goods or property.

iv. Taking or giving bribes or any illegal gratification.

v. Habitual absence without leave or absence without leave for more than 10 days.

vi. Habitual late attendance.

vii. Habitual breach of any law applicable to the establishment.

viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline

ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.

x. Going slow.
 

jamescord

MP Guru
Snap-on (NYSE: SNA) is a leading U.S. designer, manufacturer and marketer of tools and equipment to professional tool users. It was founded in 1920. Snap-on is located in Kenosha, Wisconsin, and employs approximately 11,500 people worldwide. The company is currently worth 2.4 billion dollars (US) and is one of the companies on the S&P 500.

Communication:

Communicates confidently and clearly with others

• Is clear and concise in communication

• Effectively communicates own needs

• Liaises and consults with others

• Is able to communicate effectively in writing

Positive Indicators Contra Indicators

* Expresses themselves clearly and to the point



* Unclear in communication

* Is articulate - able to convey their needs to others - purpose, importance and consequences



* Talks around the subject

* Is courteous, tactful, helpful and shows sensitivity



* Written communication can be too lengthy or ambiguous

* Actively listens



* Drafts letters that are not appropriate or are not well written (grammar, punctuation)

* Has a confident manner and projects credibility both face to face and over the telephone



* Lacks confidence in communication

* Keeps others informed



* Poor written communication skills

* Able to write memo's and draft letters as appropriate



* Tends not to listen to what others have to say

*



* Fails to give others the information they need



8. Commitment:

Displays commitment and self-motivation

• Completes and finishes tasks, not giving up

• Is conscientious and takes pride in their work

• Works to high standards

• Is reliable and consistent - not letting others down







Positive Indicators Contra Indicators

* Perseveres with tasks until completion



* Lacks motivation

* Takes responsibility



* Demonstrates a lack of concern with their own standards and quality of work

* Is enthusiastic and positive in approach to work



* Loses interest easily - leaves tasks unfinished

* Prepared to put in extra time when required



* Poor attendance

* Sets high standards and strives to achieve them



* Not willing to put in extra time/effort when needed/necessary

* Concerned in projecting a good image of the department/company



* Pessimistic approach - only sees the negative

* Is reliable - can be depended upon by others



* Lack of concern for others

* Is willing to go beyond the job if required



* Lets others down - cannot be counted on



Disciplinary Procedure for Managers:

It is the company's policy to ensure that the required standards of performance and conduct are maintained. In some cases it will be necessary to take formal disciplinary action, which could range from a verbal warning to dismissal, and it is the company's policy to implement effective and equitable arrangements for handling such matters to ensure fair treatment of all employees.

The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.

There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.

Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.

Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.

At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.

No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.

Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.

The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.

The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:

* Stage 1 - Verbal warning: 03 months

· Stage 2 - Written warning: 06 months

* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal

These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.

The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.

Required Performance for Workers at PTC:

At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.

Rating System Against the Core Job Areas:

Rate


Demonstration against the core job areas

1


Demonstrates a low skill / knowledge level in most of the core priority area for the job. Highly intensive training or re-education is required.

2


Demonstrates some effective skill / knowledge in the competence area for the job but there are some important core skill gaps to be developed.

3


Demonstrates effective skill / knowledge in majority of the competence area for the job. Has attained standards expected of the target group given the constraints of the environment and the job areas. The are still some area that need to be developed.

4


Demonstrates highly effective skills / knowledge in all the core priority areas of the job. Is performing above the standards expected in the role. There are some minor areas that need to be developed.

5


Is extremely effective in all the skill / knowledge areas required in the job. Is performing at the highest standards expected in the role.



List of Misconduct for the workers:

The following acts come under the category of misconduct by the workers:

i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.

ii. Theft, fraud, or dishonesty in connection with the employers business or property.

iii. Willful damage to or loss of employers’ goods or property.

iv. Taking or giving bribes or any illegal gratification.

v. Habitual absence without leave or absence without leave for more than 10 days.

vi. Habitual late attendance.

vii. Habitual breach of any law applicable to the establishment.

viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline

ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.

x. Going slow.

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