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Tras un análisis preliminar, su caso ha sido clasificado como presunto acoso laboral y represalias. Hemos activado los protocolos de investigación a través de Relaciones Laborales y el Comité de Acoso Laboral (COCOLA). Dada la gravedad de las amenazas reportadas y su impacto en su salud, le instamos a contactar a su Socio Comercial de RR. HH. o a su TL de confianza actual para verificar oficialmente su identidad bajo estricta confidencialidad. Esto nos permitirá activar medidas de protección inmediatas y evitar confrontaciones directas. La empresa no tolera represalias por reportar brechas de seguridad.":1,"#Dear colleague, we have received your report. Following a preliminary analysis, your case has been classified as suspected workplace harassment and retaliation. We have activated the investigation protocols through Labor Relations and the Workplace Harassment Committee (COCOLA). Given the seriousness of the reported threats and their impact on your health, we urge you to contact your HR Business Partner or your current trusted TL to officially verify your identity under strict confidentiality. This will allow us to activate immediate protective measures and avoid direct confrontation. The company does not tolerate retaliation for reporting security breaches.":1,"#Estimado colaborador, hemos recibido su reporte. Tras el análisis preliminar, su caso ha sido clasificado como presunto Acoso Laboral y Retaliación. Hemos activado los protocolos de investigación a través de Relaciones Laborales y el Comité de Convivencia (COCOLA). Dada la seriedad de las amenazas reportadas y la afectación a su salud, le instamos a acercarse a HR Business Partner o a su actual TL de confianza para oficializar su identidad bajo estricta confidencialidad. Esto nos permitirá activar medidas de protección inmediatas y evitar la confrontación directa. La empresa no tolera represalias por reportar faltas de seguridad.\"":1,"#Date Finished: <span ljsid-1=\"\">January 9th, 2026</span>":1,"#Remisión de Caso al COCOLA":1,"#Update Work Avoidance Policy and local SOPs to: define each status, permitted uses (e.g., inquiries, coupons, brief questions), time thresholds, review/appeal steps for disputed status reports, and a requirement for system-level verification before labeling an employee “out of commission.” Publish a quick reference guide and refresh training at Medellín site.":1,"#Coach Esneider Álvarez and Workforce leads on documenting status-related performance issues with objective evidence, neutral language, and employee notification before escalations. Require use of standardized templates and include a check that the employee has an opportunity to clarify status usage before sending compliance emails.":1,"#Conduct an audit of Workforce status codes and reporting for the Medellín site to verify whether Karine’s status was misclassified. Validate system logs, definitions, and escalation criteria per Handbook 3.16 (Work Avoidance Policy). Correct any inaccuracies and communicate findings to both parties.":1,"#Remind all parties (including manager Esneider Álvarez) of TaskUs Global Code of Conduct non-retaliation. Implement interim measures: neutral scheduling, monitoring of reporting channels to prevent targeting, and offer EAP/mental health support to address anxiety reported by Karine.":1,"#Formally remit the case with the evidence (email and screenshot) to COCOLA within Colombia site procedures; set a 5-business-day acknowledgment and 15-business-day fact-finding timeline, in line with Ley 1010 de 2006 and internal regulations. Ensure Karine and Mariana are informed of process, rights, and non-retaliation protections.":1,"#Both accessible investigations involve significant emotional distress and workplace pressure, emphasizing the importance of management's response to employee concerns and the effects of workplace policies on well-being.":1,"#/dashboard/cases/RoBhlpECUY/investigation/report":1,"#De acuerdo con la información suministrada y actuando en mi rol de Gerente de Recursos Humanos y Presidente del Comité de Prevención de Acoso Sexual, he procedido a analizar el caso de Karine Rios. Análisis de Viabilidad y Clasificación Legal Naturaleza de la Conducta: Los hechos descritos (reportes presuntamente falsos sobre el estado de \"Auxiliar\" o \"Email\" en el sistema, presión por métricas y ansiedad derivada de la supervisión de Workforce) no contienen elementos de connotación sexual, lasciva o libidinosa. Por lo tanto, se descarta la activación del protocolo de atención inmediata por Acoso Sexual bajo la Ley 2365 de 2024 y el Capítulo XVII del Reglamento Interno de Trabajo. Encuadramiento Legal: La queja se centra en una presunta Persecución Laboral (conducta reiterada o arbitraria de descalificación, carga excesiva o cambios permanentes de horario que produzcan desmotivación) o Inequidad Laboral bajo la Ley 1010 de 2006. Específicamente, se trata de una disputa sobre la aplicación de la Política de Evasión del Trabajo (Work Avoidance Policy) descrita en la sección 3.16 del Employee Handbook, donde se prohíbe el uso indebido de estados improductivos. La colaboradora alega que el reporte de Mariana Patiño (Workforce) es falso y le genera perjuicio. Procedimiento a Seguir: Al tratarse de un conflicto derivado de la operación y presunto acoso laboral, el ente competente es el Comité de Convivencia Laboral (COCOLA), según el Artículo 75 del Reglamento Interno de Trabajo":1,"#Conducta que no debe ser administrada por Recursos Humanos sino por el COCOLA":1,"#Posible acoso laboral":1,"#Policy gaps: Specify objective criteria and audit process for “status” reporting; define harassment via administrative misuse; add training on fair monitoring and documentation practices.":1,"#Required actions under policy: Prompt, impartial investigation; confidentiality; non-retaliation reminders; corrective coaching or discipline if conduct confirmed; clarify expectations for workforce status use.":1,"#Potential violations: Misreporting an employee’s status and repeated accusatory reports may breach standards on respect, anti-bullying, and truthful recordkeeping; manager communications must avoid creating a hostile environment.":1,"#Applicable policy: Global Code of Conduct requires integrity, accuracy in communications, respect, and non-harassment; managers must model ethical conduct and ensure non-retaliation for speaking up.":1,"#Karine Rios Complainant Interview":1,"#Mariana Patiño Respondent Interview":1,"#TaskUs Mail - REMISIÓN OFICIAL DE CASO Y SOLICITUD DE APERTURA DE INDAGACIÓN - CONFIDENCIAL - Ref_ Karine Rios.pdf":1,"#TaskUs Mail - Acuse de Recibo y Trámite de su Queja - Ref. 11_12_2025.pdf":1,"#Searching for \"Marian\"":1,"#Marian":1,"#Add \"Mariana Patiño\"":1,"#option focused, 1 of 1. 1 result available for search term Mariana Patiño. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Mariana Patiño\"":1,"#Searching for \"Mariana Patiñ\"":1,"#Mariana Patiñ":1,"#Searching for \"Mariana Pati\"":1,"#Mariana Pati":1,"#Searching for \"Mariana Pat\"":1,"#Mariana Pat":1,"#Searching for \"Mariana Pa\"":1,"#Mariana Pa":1,"#Searching for \"Mariana P\"":1,"#Mariana P":1,"#Searching for \"Mariana \"":1,"#Searching for \"Mariana\"":1,"#Searching for \"karie\"":1,"#karie":1,"#Searching for \"kari\"":1,"#kari":1,"#Add \"Karine Rios\"":1,"#option focused, 1 of 1. 1 result available for search term Karine Rios. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Karine Rios\"":1,"#Karine Rios":1,"#Searching for \"Karine Rio\"":1,"#Karine Rio":1,"#Searching for \"Karine Ri\"":1,"#Karine Ri":1,"#Searching for \"Karine R\"":1,"#Karine R":1,"#Searching for \"Karine \"":1,"#Searching for \"Karine\"":1,"#Searching for \"Karin\"":1,"#Karin":1,"#Searching for \"Kari\"":1,"#Kari":1,"#/dashboard/cases/RoBhlpECUY/investigation/investigatorPlan":1,"#Jan 9, 2026":1,"#Sergio":1,"#You have unsaved changes. Are you sure you want to leave?":1,"#Alison Zuniga-Brown":1,"#Camillia Bradley":1,"#Hanna Yurkovetskaya":1,"#agregado mediante el papel ER Admin":1,"#Samantha Hughes":1,"#través del rol ER Admin":1,"#Jenny Squires agregada a":1,"#Nikki Cooksey":1,"#Rickie Mack":1,"#Select Director + option is focused , press Down to open the menu,":1,"#Date Started: <span ljsid-1=\"\">January 9th, 2026</span>":1,"#/dashboard/cases/RoBhlpECUY/investigation/investigator":1,"#Between the third week of December 2025 and the second week of January 2026, case volume rose from 12 to 144 (up 1,100% WoW), with 49 cases in the first week of January 2026, indicating a significant step-change rather than normal growth.":1,"#All time (inclusive): weeks rose from 12 in 2025-W51 to 13 in 2025-W52, then spiked to 49 in 2026-W1 and 144 in 2026-W2; ac_privilege shows 8 marked “No.” Consider probing what drove the jump from 49 to 144 to prioritize resourcing.":1,"#Week of Dec 29, 2025":1,"#Week of Jan 5, 2026":1,"#Jan 05":1,"#2026-01 - Privacy Concern DM":1,"#Hi Efrain, Thank you for submitting your ticket. Can you please confirm a bit more details regarding your request? Were there employees involved i…":1,"#SN":1,"#Jan 08":1,"#Hi, the employee name is Deepthi Maddali. My suspicion is that zoom call summaries of meetings (they were not part of) were accessed after the Q3 a…":1,"#agregado mediante el rol ER Admin":1,"#Cruz Armendariz":1,"#<b ljsid-0=\"\"><var first_name=\"\"></var> <var last_name=\"\"></var></b> added via role <b ljsid-2=\"\">ER Admin</b>":1,"#marcó Acciones de Mejora del Desempeño Coaching - Activo":1,"#DoorDash Mail - VW - Retrasos frecuentes en el horario laboral.pdf":1,"#<b ljsid-0=\"\">Karla Encarnacion</b> marked Performance Improvement Actions <b ljsid-5=\"\">Coaching - Active</b>":1,"#Establish a 30-day PIP-lite focused on on-time arrival: daily sign-in by 5:00 a.m., weekly HR-manager check-ins, and documented compliance; include supportive measures (alarm check, transportation plan) without admitting external impediments.":1,"#Set up a punctuality improvement plan with measurable checkpoints":1,"#Confirm shift changes respect contractual hours, rest days, and premiums; ensure Friday/Saturday rest aligns with employment contract; alert Payroll to any schedule differentials and capture employee acknowledgment of temporary schedule.":1,"#Align schedule directives with legal and payroll requirements in Mexico":1,"#Track arrivals Jan 11–18, log variances, and if late, proceed to next step (final warning or suspension) per policy, ensuring due process and employee response opportunity; schedule a follow-up meeting on Jan 19, 2026 UTC.":1,"#Punctuality and Attendance":1,"#Policy and Compliance":1,"#111 Support":1,"#Monitor attendance daily and escalate per progressive discipline if noncompliance continues":1,"#Salvador Gonzalez":1,"#laura.castorena":1,"#Team Leader, Customer Experience":1,"#Millan":1,"#Juan Joshua":1,"#Castorena":1,"#Customer Support T4":1,"#CqrhBMWUk6":1,"#JC7495":1,"#Laura Karen":1,"#2024-07-01T00:00:00.000Z":1,"#c94b159a0fbe1001108fc74cb8a10000":1,"#2021-09-27T00:00:00.000Z":1,"#Juan Joshua Millan":1,"#Customer Support Team Lead":1,"#Laura Karen Castorena":1,"#On January 8, 2026, a Google Meet at 11:30 a.m. addressed frequent tardiness by Salvador Gonzalez (customer service representative) with Laura Karen Castorena (team leader of customer experience) and others copied. Records showed that in December 2025, Salvador arrived late 16 out of 23 working days, totaling 6.6 hours (69.6% of days). In January 2026, he was late 4 of 6 days, totaling 1.6 hours. Salvador acknowledged no external impediments and accepted the issue as compliance-related. A verbal warning was issued per Internal Work Regulations, to be filed in his record. He was directed to arrive at 5:00 a.m. from January 11 to January 18, 2026 (rest days Friday and Saturday), with recurrence deemed disobedience.":1,"#Coaching - Active":1,"#Thank you for sharing this concern. On Jan 08, 2026, Salvador Gonzalez was given a verbal warning for frequent lateness after acknowledging the issue, with a directive to improve punctuality and a clear schedule set for Jan 11–18, 2026. Continued lateness will be considered disobedience; support is available if further guidance is needed.":1,"#Samantha Maria Gambao Rivera":1,"#eliminada vía rol ER Admin":1,"#Sarianne Siirila":1,"#SINi Helin-Tuominen":1,"#Sini Kokko":1,"#eliminada a través del rol de administrador de ER":1,"#Trisha Kanjirath":1,"#eliminado a través del rol ER Admin":1,"#eliminado vía rol ER Admin":1,"#Rajagopalan Shankar":1,"#Reiko Irie":1,"#eliminada a través del rol ER Admin":1,"#Rikka Fredriksson":1,"#removida vía rol ER Admin":1,"#Vasiliki Argyriou":1,"#Efrain Fernandez":1,"#JD Brown":1,"#Ask Jose if there were injuries; provide workers’ comp panel/clinician info if needed; arrange photos of damage, repair estimate, and insurance details for subrogation if applicable.":1,"#Coordinate vehicle damage assessment and workers’ comp/medical check for Jose":1,"#Pull SOPs, JHAs, and the operator’s certification/training logs; verify equipment condition and pre-shift inspections; flag any gaps for corrective action.":1,"#Review safety procedures and training records for pallet handling at the site":1,"#Complete the Employee Relations intake, log the event in the safety system, conduct a 5-Why/Tripod or similar RCA, and define corrective actions (barriers, spotters, traffic flow, signage) with owners and due dates.":1,"#Initiate incident report and root-cause analysis with corrective actions":1,"#C1sennYPgf":1,"#<b ljsid-0=\"\"><var name=\"\"></var></b> placed a a hold":1,"#Work Safety & Environment":1,"#jose.guardado":1,"#P-21140":1,"#Guardado":1,"#c94b159a0fbe1001108f0b8205520000":1,"#2020-07-06T00:00:00.000Z":1,"#CHI-2: DashMart":1,"#Thanks for sharing this concern. On Dec 31, 2025, Efrain Fernandez reported that a pallet accidentally struck Jose Guardado’s car at the Chicago DashMart and requested a review of available footage to support the investigation. Next step is to review the footage and follow up with the contacts provided.":1,"#Jose Guardado":1,"#efrain.fernandez":1,"#P-19446":1,"#Adickes":1,"#Joshua":1,"#L0282":1,"#Fernandez":1,"#Efrain":1,"#2022-03-01T00:00:00.000Z":1,"#2025-12 - Incident/Investigation Request - JG":1,"#employment.expectedRetirementDate:":1,"#c94b159a0fbe10011099b0949ebe0001":1,"#2021-02-16T00:00:00.000Z":1,"#4455 N Elston Ave":1,"#Joshua Adickes":1,"#WH, USA, IL, Chicago, N Elston Ave":1,"#On January 8, 2026 at 1:52:51 PM (EST), Daneel Kendalo submitted a performance-related request about employee Grayson Roller receiving a “does not meet” rating for Q4 2025. The case (CS0QFoBY8i) is assigned, under Issue Category: Performance → Underperformance, for Cost Center 111 Support, Role: Employee Relations, Division: DoorDash, Country: United States. An attachment was uploaded: EmployeeRelationsIntake-Corporate_1_8_2026_5.pdf (attachment_id: 822947).":1,"#An anonymous Orlando, FL team member reported on January 8, 2026 that Charles Butcher (Manager, Strategic Sales) favored Phillip Pra Sisto (Senior Market Leader and personal friend) by assigning a Popstroke commission opportunity at the Q3 2025 Sales Kickoff in Miami, yielding roughly 20 locations (about half an SML’s quarterly quota) and helping Phillip exceed 140% of quota while about half the team missed targets; witnesses named: Annie Hildreth, Vince Sconzo, Tracy Breitberg. The concern was first raised via a quarterly manager feedback survey on November 13, 2025, has been ongoing for about three months, status new, and remains open. Applicable policies in the provided materials call for objective, conflict-free allocation of opportunities, ethical conduct, open-door reporting, and non-retaliation during good-faith reports.":1,"#yesterday at 3:21 PM":1,"#yesterday at 3:24 PM":1,"#yesterday at 3:27 PM":1,"#yesterday at 3:32 PM":1,"#yesterday at 4:17 PM":1,"#yesterday at 4:40 PM":1,"#yesterday at 4:47 PM":1,"#yesterday at 5:05 PM":1,"#yesterday at 5:07 PM":1,"#yesterday at 5:54 PM":1,"#On 1/5/26, Candace issued the Final written warning to Shawn with no incident.":1,"#WTA-1: DashMart":1,"#Fulfillment":1,"#<b ljsid-0=\"\">Olga Kevra</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Rajagopalan Shankar</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Reiko Irie</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Rikka Fredriksson</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Samantha Maria Gambao Rivera</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Sarianne Siirila</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">SIni Helin-Tuominen</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Sini Kokko</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Trisha Kanjirath</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#<b ljsid-0=\"\">Vasiliki Argyriou</b> removed via role <b ljsid-2=\"\">ER Admin</b>":1,"#WH, USA, KS, Wichita, N Handley St":1,"#Schedule separate interviews with reporter, Terrance Ramey, Angela Rogers, Candace Allen, and Shawn Orebaugh; use a consistent question set; document dates, locations, and any corroborating details (e.g., thrown items, phone damage).":1,"#Interview involved parties and witnesses":1,"#Alert Global Safety and Security to assess risk; consider separating schedules, adding a floor lead during peak times, and reminding site leaders of the zero-tolerance stance on threats, retaliation, and workplace violence.":1,"#Implement interim safety measures":1,"#Compare findings to the Employee Handbook, Workplace Violence Prevention Program, Weapons and Safety policies, and Conduct standards; evaluate discipline up to final warning or termination; plan coaching for managers and site-wide refresher training.":1,"#Assess policy violations and determine corrective action":1,"#Performance Improvement Actions selection (disabled)":1,"#Director + selection (disabled)":1,"#112 Order Fulfillment":1,"#shawn.orebaugh":1,"#DDE.14220":1,"#Orebaugh":1,"#Shawn":1,"#2024-03-07T00:00:00.000Z":1,"#Shawn Orebaugh":1,"#candace.allen":1,"#position.isExempt:":1,"#P-84174":1,"#Terrance Ramey":1,"#Site Manager, DashMart":1,"#Wright":1,"#Jerod":1,"#Fulfillment T4":1,"#jobProfile.isExempt:":1,"#c94b159a0fbe10011095ab60b7900000":1,"#2025-04-21T00:00:00.000Z":1,"#INTAKE FORM: Over the past year, I have observed increasingly aggressive and disruptive behavior from Shawn in the workplace. During this time, his actions have escalated, and in the past month the behavior has become significantly more frequent and more concerning. I have personally witnessed multiple incidents in which Shawn has displayed physical aggression, including throwing food during customer order preparation, crushing items out of anger, and damaging company property such as shopper phones. On several occasions, he has thrown or repeatedly slammed phones at the packing stations. He also frequently yells, curses, and at times screams in a manner that appears to be a loss of emotional control. These behaviors have created a hostile and uncomfortable work environment for me and for others. Several coworkers have expressed that his outbursts are triggering due to their own histories with abusive households or relationships, and they have shared that working alongside him causes significant anxiety. For many of us, it feels as though we are walking on eggshells to avoid provoking an outburst. Patterns suggest that these incidents often occur when Shawn is assigned orders with more than 10 items, when the queue becomes backed up, or when he is required to pick orders consecutively. Additionally, I have observed him acting disrespectfully toward Dashers, including yelling and displaying visible anger in their presence. This behavior is not only unprofessional and embarrassing for the rest of the team but also increasingly volatile. Given the escalation of these incidents, I believe it is important to address the underlying cause of this behavior and determine what support or intervention may be necessary. Above all, the safety and wellbeing of employees, Dashers, and customers must remain a priority. I am requesting that leadership review this situation promptly to ensure that a safe and respectful work environment is maintained for everyone.":1,"#Jerod Wright":1,"#DashMart Saint Louis":1,"#Fulfillment Team Lead":1,"#angela.rogers2":1,"#DDE.14610":1,"#Operations Associate, DashMart":1,"#Rogers":1,"#Fulfillment D0":1,"#JC5169":1,"#Angela":1,"#Rod Willis":1,"#2024-04-22T00:00:00.000Z":1,"#Angela Rogers":1,"#terrance.ramey":1,"#P-36734":1,"#Shift Lead, DashMart":1,"#Candace":1,"#L0586":1,"#Ramey":1,"#Fulfillment D4":1,"#Individual Contributor":1,"#Terrance":1},"version":15116}]