The Performance Improvement Process - PIP's

The Performance Improvement Process Coaching, Counseling, Ac �o n Plans, & PIP’s

Updated 8/15/2023

8/15/2023

After completing this course, managers will: • Know how to work with employees before discipline is necessary. • Be familiar with Performance Improvement terminology. • Be able to identify which disciplinary procedures are appropriate to use in specific situations. • Be able to write a Performance Improvement Plan (PIP). • Know how to administer employee discipline. • Know how to conduct terminations. Learning Objectives

What is the Role of Management?

• Balance organizational needs with employee rights on a daily.

• Motivate employees to high performance on the job.

• Ensure work is being completed at acceptable levels.

• Inform employees of performance improvement needs.

• Be Fair, Firm and Consistent!

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What Causes Failure at Work?

The employee does not know how Lack of instruction or feedback

Something or someone is hindering work output Physical or mental restrictions, time or equipment restrictions

Attitude Poor attitude, employee “burn out” (unhappy), or does not enjoy the work

Consequences of Failing to Take Action

• Increased workloads

• Team morale affected

• The employee may never see the problem.

• Problem is reinforced as acceptable.

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Considerations before Discipline is Necessary

• Informal Coaching/Feedback – Sometimes merely talking with an employee regarding performance issues may increase performance. • Training/Re-Training – An employee’s performance and conduct may be improved by additional training. • An Employee-Generated Plan – These plans offer employees a roadmap for improving their performance. • Employee Assistance Program (EAP) – This program helps employees find resources to deal with problems from their personal lives that might negatively affect performance.

Possible Outcomes of Disciplinary Action

• Employee Development

• Employee Resentment

• Employee Separation (voluntary or involuntary)

• Employee Withdrawal (psychological or physical)

• Bystander Reactions (co-worker)

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Coaching

In a work setting, coaching may include: • Letting employees know what they have done well and what needs improvement. • Teaching employees what they need to do to succeed. • Guiding and advising employees in improving performance. • Recognizing and building on employees accomplishments. • Motivating employees and helping them develop and contribute. • Helping employees with their job and communication skills.

Tips for Coaching

• Give the employee opportunity to share what they think.

• Do not disparage the employee.

• Attempt to maintain rapport for the sake of the long-term working relationship.

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Employee Performance

To maximize employee performance, the following strategies should be employed: 1. Communicate performance goals at hire. 2. Perform periodic performance feedback. 3. Allow employees to participate, to the extent possible, in the formulation of their performance goals

Common Performance Deficiencies

• Absenteeism

• Tardiness • Poor attitude/ insubordination

• Poor task or project performance

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When Coaching is not enough…

It is Time to Counsel

• When more action is required by the supervisor following feedback and coaching

• When you need to re-establish expectations

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This is the first course of disciplinary action. • Counsel in a timely manner. • Counsel in private. • Look for the root cause of a problem. • Listen. Do not interrupt. • Show sincere interest in your employee. • If you can help, offer it/do it. The Counseling Process

Tip: Before conducting the counseling session, you should prepare a list of issues that will be covered. Goodwill Policy 1-30

After the session: Immediacy : Whatever you decide to do after the session, do it immediately after. Do not wait. Time can cloud your memory of what was discussed during the counseling session. • Allow for employees to provide feedback/rebuttal • Document the meeting afterwards • Schedule a follow up meeting • Follow to resolution: continue to monitor performance and provide feedback The Counseling Process

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Performance Improvement Plan (PIP)

The PIP form is used to document and correct employee behavior.

• Correcting single and repeat episodes when an employee fails to comply with policy and/or to meet specific workplace expectations for conduct or performance standards • Should NOT be viewed as a punishment or punitive – this is an opportunity to educate and make a plan for your employee to improve going forward • Allows managers to address issues with employees and to ensure the employee understands expectations

Goodwill Policy 1-30

Performance Improvement Plan (PIP)

How PIP’s Work: • Gather documentation of incident(s) and previous related issues • Find the policy that was violated (found in P&P Manual on SharePoint) • Write a draft PIP

• Have your manager review the draft PIP • Send draft PIP to your HR Generalist • Deliver PIP to employee with witness present

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Performance Improvement Plan (PIP)

I have read this Performance Improvement Plan statement and understand it. I have been given the opportunity to enter my version of this matter.

date

Employee Signature*:

date

Employer Signature:

04/28/23

Barbara Boss Willy Witness

date

Witness Signature:

04/28/23

Note: A signature is required OR documentation that the employee “refused to sign”.

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When Coaching and Counseling are not enough…

Verbal This is an oral meeting discussing misbehavior or performance deficiencies and necessary steps to improve performance. Written The employee is given a written statement of performance deficiencies and advised in writing that future deficiencies may result in further disciplinary action. Final Written The final written statement of performance deficiencies is given as the last opportunity for the employee to improve performance. Disciplinary Options that MIGHT be used in the Evergreen Goodwill Disciplinary Process

Goodwill Policy 1-30

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Demotion The employee is transferred to a position with lower responsibility. Demotion is generally accompanied by a decrease in pay and/or benefits. Suspension Is used based on the severity of incident or policy violation and should not be a normal practice. The employee is typically suspended for 3-5 days based on circumstances and ongoing investigation. Suspensions are typically unpaid, depending on outcome. Termination Rehire Status Based on the termination reason, they may not be eligible for rehire. Check with your HR Generalist. Disciplinary Options that MIGHT be used in the Evergreen Goodwill Disciplinary Process

Goodwill Policy 1-20

• Can be used for any performance improvement issue • Used with Written PIP’s • Targeted Result should focus on the key issue not multiple issues. • Target Date must be specific and be aligned with the Follow-up review date of the Action Plan. • The Action Plan is non-negotiable and the employee must agree to these are mandatory actions. Action Plan Form

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If an employee is subject to progressive discipline, generally a less severe form of discipline is imposed before proceeding to a more severe discipline option. Evergreen Goodwill’s Progressive Discipline Process

Note : An informal coaching session might be appropriate for an employee who is tardy, while a more serious intervention -- or even termination -- might be called for if an employee commits serious misconduct or doesn't improve a performance problem after receiving several opportunities to do so.

Progressive Discipline Steps: 1. Counseling

2. Verbal Warning 3. Written Warning

4. Final Written 5. Termination

Performance Improvement Scenarios

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Performance Improvement Scenarios

You have an employee who has been working for you for six months with no apparent problems. However, their productivity seems to be going down. They used to get all their work done in the time available to them, but now they seem to be a lot slower at getting things done and now some performance standards are being missed.

Performance Improvement Scenarios

An employee, whose role is primarily customer service orientated, has been displaying behavioral issues in the workplace. Primarily they have been vocalizing their frustrations about the people they serve and displaying a rude attitude towards other co-workers. This employee has been previously given a verbal warning regarding their behavior for which a customer complaint was received. The employee’s current behavior is impacting the team with morale and productivity is affected.

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Performance Improvement Scenarios

For the past two years Jack has been one of your best employees. However, over the last few months, you've noticed a decline in their performance. You have addressed these issues with Jack. They informed you that they are going through personal issues. You recommend to Jack that EAP is available as a resource. Jack says that they are fine and will do better. Six months later, Jack’s performance has not gotten better. Jack has become extremely inconsistent and has missed two important meetings. Jack frequently tells other employees the details of their personal issues. Now employees are complaining about Jack. You don't want to fire Jack, they has been a good employee until recently. What do you do in this situation?

Possible Outcomes of Disciplinary Action

• Employee Development

• Employee Resentment

• Employee Separation (voluntary or involuntary)

• Employee Withdrawal (psychological or physical)

• Bystander Reactions (co-worker)

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Documentation and the Disciplinary Process

• Importance of Documentation – Consistency

• Review (before the process begins)

• Possible Outcomes of Disciplinary Actions

• Legal Issues in Employee Disciplinary Actions

• Handling Employee Discharges

Regardless of whether progressive discipline is used, it is important to document the reasons for using disciplinary action.

General Employee Documentation

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Handling Employee Terminations

Due to the severity of an employee’s conduct or performance, sometimes termination is appropriate and warranted. Keep in mind the following when terminating the employee: 1. Were similarly situated employees terminated for the same behavior? 2. Is there documentation and evidence to support the termination? 3. Conduct terminations without emotion – do not do it when you are upset. Always try to give the employee some control and leave them with as much dignity as possible.

Partner with People Relations

Partner with your HR Generalist before making the decision to terminate an employee. Ask for support on how to address an issue OR would like guidance on how to write a PIP.

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Evergreen Goodwill Training and Development

Questions? Thoughts? Reactions?

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