The formal performance improvement plan will not help every employee meet performance expectations every time that you use the process. But, if your organization approaches the tool properly as a tool to help an employee succeed, you will have successes. Refuse to think about the PIP as the first step in an employee leaving your employment.
Objectives of the Presentation
Why Should you Attend
- You will be able to describe the 5 steps for creating a performance improvement plan that works
- You will be able to identify some regulations and legal pitfalls
- You will be able to recognize procedures or format to follow in discussing goal criteria and performance improvement objectives
- You will be able to review tips on keeping a positive tone during a performance improvement plan meeting
- Identify and remove barriers that that stand in the way of improvement
- Secure from employees a re-commitment to high performance
A skilled workforce is essential to the success of any organization. Careful evaluation or assessment of job performance is an important part of developing this workforce. So what do managers do when job performance does not meet expectations? This material aims to create performance improvement plans that build consensus and aids in increased productivity. The purpose of these meetings is to improve employee performance and encourage growth.
It's great to give positive feedback to employees. In fact, managers don't give enough of it. But in some cases, what employees need most is not praise but candid feedback about weaknesses that endanger their job or prevent their career advancement.
It's the manager's job to deliver that feedback as part of a well-thought-out performance improvement plan. But too many managers and supervisors shirk this critical responsibility.
Learn that the goals are an objective overview of the employees' strengths and weaknesses with respect to your organization's standards and the manager's defined objectives. Managers and HR professionals will review how two-way communication is important and you will be able to follow a format in discussing goal criteria and increase the chances that performance improvement objectives are met.
Who will Benefit
- Session Objectives
- Use of the Five-Step Model for Developing and Delivering a Performance Improvement Plan That Works
- Choices of Several Variations for Structuring the Meeting Effectively
- Creating a Positive Tone During the Performance Improvement Plan Meeting
- Applying Sound Communication Techniques for Keeping the Meeting Focused on Employee Performance and Expectations
- Approaching the Performance Improvement Plan Meeting With Enhanced Confidence
- Regulations to Consider in Planning
- Typical Legal Problems/Lawsuits
- Overall Tips to Making This Work
- How to Conduct a Performance Improvement Plan Meeting Using the 5-Part Structure
- Set the Stage
- Confirm Expectations
- Review and Rate Past Performance
- Discuss Future Plans
- Tips on Keeping a Positive Tone
- Review of What We Just Covered
- Examples of What Does and Doesn't Work
- Human Resource Managers
- Human Resource Executives
- Human Resources Professionals and Consultants
- Vice Presidents of Administration
- Chief People Officers
- Organizational Development Managers
- Senior Operations Managers
- Directors of Learning and Development
- Risk Management Specialists
- Attorneys and Legal Staff
- Supervisors responsible for corrective action
- Employees who aspire to leadership positions
A performance improvement plan (PIP), also known as a performance action plan, is a great way to give struggling employees the opportunity to succeed while still holding them accountable for past performance. It is not always clear why an employee has poor performance. Did he or she not receive appropriate training? Does the employee not understand the expectations of the job? Are there unforeseen roadblocks in the way? Therefore, it is critical to allow for an open dialog and feedback from the employee to help determine whether the employee has been provided all the tools and resources necessary for him or her to be successful. PIPs may be used to address either failures to meet specific job performance-related issues or behavior-related concerns. PIPs may lead to several different outcomes, including improvement in overall performance, the recognition of a skills or training gap, or possible employment actions such as transfer, demotion or termination. Alternatively, a PIP may be used for employees who may be new to a role as a tool to communicate performance expectations.