PERFORMANCE IMPROVEMENT PLAN AND PROCEDURE The purposes of the Performance Improvement Plan are 1 To assure that management takes prompt and appropriate action by dij55092

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									                            PERFORMANCE IMPROVEMENT PLAN AND PROCEDURE

The purposes of the Performance Improvement Plan are:

     1. To assure that management takes prompt and appropriate action in working with employees whose overall
        performance is rated as IMPROVEMENT REQUIRED (performance level 1 or 2).
     2. To assure that every such case is carried to one of the following conclusions:
         The employee's performance meets all position requirements, a Level 3, as defined on the rating scale
           contained in the Performance Appraisal.
         The employee is reassigned to a position in which acceptable performance can be attained.
         The employee is terminated.

        To accomplish these objectives, the evaluator and the evaluator's supervisor are to meet with Human
        Resources prior to the performance appraisal in all such cases and complete a Performance
        Improvement Plan.


A.      At this meeting, Human Resources will assist the evaluator in:
        1. Specifying the performance deficiencies of the employee.

              Performance deficiencies are specific statements describing results not accomplished, work habits or
              methods that are unacceptable and/or inappropriate. These statements should include examples of
              behavior which occurred or failed to occur resulting in a negative impact on performance.

        2. Describing the results and behavior management wants and the results and behavior needed to meet all
        position requirements.

              Once again, specific statements of results expected and behavior desired are to be entered.

        3. Determining what management will do to assist the employee in making needed improvements.

              Do not complete this section on the Performance Improvement Plan until you meet with the Employee.
              Allow the employee to offer his/her suggestions on what management can do to assist him/her.
While the specific causes of performance deficiencies are many and varied, they usually fall in three
broad categories. Each of these should be considered in determining the causes of deficiencies and
deciding what action management will take to assist the employee in making needed improvements.
These categories are:

      Deficiencies resulting from lack of technical and/or supervisory skill.

       In some instances, employees simply do not know what is expected of them. On-the-job coaching
       or formal training may have been inadequate, inappropriate, or non-existent. When this is the
       case, necessary coaching and/or training is to be provided. Management should be specific as to
       how the coaching or training will be responsible, and when it will be accomplished.

      Deficiencies resulting from problems in the performance environment.

   -   In some cases, performance deficiencies are the result of unclear performance standards. When
       this is so, it is necessary to clarify management expectations and to clearly communicate these to
       the employee.
   -   Other deficiencies in the performance environment may be found in the job design. Poor job
       design should be suspected whenever there is a history of sub-standard performance from the
       succession of employees on the same job, or whenever there is a disproportionate number of
       problem performance cases within a given job classification. In such cases, the job design should
       be investigated and modified as needed.
   -   Inappropriate "feedback" processes are very common. Information given to the employee about
       job performance may be so infrequent, not specific, late, or in such negative terms that it does not
       function in a constructive way to guide performance on a day-to-day basis.
   -   The power to correct these three causes of performance deficiencies (unclear standards, poor job
       design, and inappropriate feedback) lies with management. When such conditions exist,
       management should assist the performer by correcting these conditions.
      Deficiencies resulting from personal problems.
       If there is reason to believe that the performance deficiencies are caused by such things as
       alcohol or drug abuse, emotional disturbances, or other personal problems, special assistance
       will be provided by the Human Resources Department in accordance with established policy.
     4. Specifying a timetable for special performance reviews

                    The timetable is to be a function of the nature and seriousness of the performance deficiencies. In
                    some cases, it may be desirable to schedule reviews as often as every two weeks; in others,
                    monthly or bi-monthly reviews may be more appropriate. In any event, a timetable is to be
                    established and followed. Within the timetable, a point is to be designated as the time when
                    improvement efforts in the current position will discontinue and options of reassignment or
                    termination will be evaluated.

     5. Preparing for the first interview.

        This interview will be based on the completed Performance Appraisal and the Performance Improvement
        Plan. The interview should cover all relevant performance subject matters, such as:
            The key job elements,
            The specific deficiencies requiring improvement,
            The nature and extent of the deficiencies,
            The overall performance rating,
            The specific behavior that management wants; the behavior that will be necessary for the employee
               to be viewed as meeting the standard of the job,
            What management will do to assist the employee in making needed improvements,
            Any action the employee can suggest for bringing about the improvement (to be documented in
               column four of the Performance Improvement Plan),
            Management's desire to see improvement and to be helpful in bringing it about, and
            The date of the next special appraisal as established by the schedule. Depending on the
               circumstances surrounding the case, the second level supervisor and/or Human Resources may be
               party to the appraisal interview.

B.   During the first interview, the evaluator will review the employee's overall performance and the
     purpose of the Performance Improvement Plan. The evaluator should also inform the employee that
     because his/her overall performance is rated as Improvement Required, the Performance Improvement
     Plan constitutes a Written Warning and the employee must sign the Performance Improvement Plan to
     acknowledge receipt of such.

C.   Following the first interview, the employee's job performance is to be observed on $ day-to-day basis.
     Specific improvements should be recognized, and constructive counsel provided regarding areas of continued
     performance deficiencies.
D.   Prior to each scheduled interview, Human Resources will counsel the evaluator on conducting the
     interview.
     The reverse side of the Performance Improvement Plan is to be used to monitor progress. In doing so, each
     deficiency and desired behavior listed on the Performance Improvement Plan should be examined. Note what
     progress has occurred and whether overall performance meets all position requirements.


     1. If overall performance meets all position requirements, the process is terminated and the employee is
        informed. The employee's performance should be carefully observed for any indication that performance is
        declining; if there is a decline, the process is to begin again, and the employee is to be made aware of this
        continuing review.
     2. If substantial progress has occurred but further improvement is still necessary, a new Performance
        Improvement Plan is to be completed and reviewed with the employee. The evaluator, in conjunction with
        Human Resources, must determine if the improvement needed is considerable enough to constitute a Final
        Written Warning or if the employee has more time to improve.
     3. If progress has been minimal or non-existent, it should be made clear to the employee that s/he is in an
        evaluation period, that s/he is receiving a Final Written Warning for poor performance and that performance
        must meet all position requirements within an established time schedule or the employee will be terminated.
                                    Each discussion of progress is to be documented.

E.   This process continues until overall performance meets all position requirements or the pre-
     designated point in time is reached when efforts at further improvement will be discontinued.

F.   If performance has not reached desired levels within the time period established, management must
     evaluate and determine whether the employee is to be placed in another assignment or be terminated.
     The determination to transfer or terminate the employee is to be made only after a review of the case
     by the employee's management in consultation with Human Resources.
                                      PERFORMANCE IMPROVEMENT PLAN

Name:                               Job Title:                                      Date

Performance Deficiencies     Behavior or Results    Action Management Will      Action Employee         Completion
                           Desired By Management    Take to Help Employee     Completion Will Take to     Date
                                                     Correct Deficiencies      Correct Deficiencies




Signatures:

Appraiser:                                                         Date:

Appraiser’s Supv.                                                  Date:

Human Resources:                                                   Date:


I acknowledge receipt of this Performance Improvement Plan and recognize it as a Warning for overall performance
requiring improvement.

Employee:                                                   _      Date:
                                                APPRAISAL OF PROGRESS

Evaluate the employee's progress to date on the plan for improvement detailed on the reverse side.

Review Date:




Appraiser:                              Date                    *Employee                            Date

Review Date:




Appraiser:                              Date                    *Employee                            Date

*Your signature does not necessarily mean that you agree with the Appraisal Progress; it simply means that you have
had the opportunity to review it with your supervisor.

 I acknowledge that at the _____________ review date, my overall performance remains as Improvement Required and
recognize that this constitutes a Final Written Warning.

Employee                                                             Date:

								
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