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Capability/Performance Improvement

D

Hi Community

I'm seeking thoughts on a capability process involving a senior employee with approximately 4-6 years' service.

We have identified a number of significant performance concerns (more of which have happened in recent times) which have culminated in a proposal to implement a formal Performance Improvement Plan. Some concerns have been discussed over time through performance reviews although do not point to recent issues, 1:1 meetings, management discussions, leadership feedback, executive coaching. However, I acknowledge that not every discussion was formally documented and I'm unsure how thorough feedback has been given in the past from their manager. Following the capability meeting, they stated that some of the issues included in the proposed PIP document had not previously been raised or documented and/or some are for expectations for them in their role moving forward - which they dont seem is fair or correct for a PIP.

The employee accepts two of the concerns raised but disputes others on the basis that they were not previously documented or formally raised, even though the manager explains the concerns are now major and detrimental to the business's success. 

The employee would like rather than a PIP , They are given expectations, if that is not met then they are given a verbal warning, then written warning. He says a PIP is usually the last resort so was questioning if the correct process is being followed, Company policy says the first warning, written warning would follow after a PIP. 

They are questioning the legality of the process - this is a genuine attempt for improvement and although they are feeling undervalued currently we want to do the best to remove the "stigma" thinking around the PIP - boot out route.

  • Hmm...It does sound like he's had some performance issues mentioned to him or raised somewhat informally over a few years and then all of a sudden been hit with a PIP which does normally suggest that if you don't improve to an acceptable standard then you'll be dismissed. 

    He does also seem to have a better grasp on the process than the manager that's running it which is unfortunate. 

    A PIP should be focussed on areas of performance where the employee is falling short of the expectations for their role, he's absolutely right that they shouldn't include 'stretch' goals. What does his job description say? The PIP should align with that. 

    Regarding the areas that have not been raised before, but are apparently major and detrimental to the business' success - why on earth have they not been raised before now? If they're that major? If they're impacting the business' success then I'm afraid in my opinion that's the manager's failure for never mentioning them before! 

    Regarding the legality of the process - a PIP has no legal standing, in and of itself, but if you're intending to use it as part of a capability dismissal process then, yes it does sound like you've skipped quite a few steps. What's the goal of the PIP if he doesn't improve? If he fails to meet the expectations outlined in it, what are you going to do? 

  • Verbal warnings were 'abolished' c 20 years ago.

    Gone but by no means forgotten.

  • in reply to Helen

    As mentioned by Helen, why on earth have they not been raised before now? If they're that major? If they're impacting the business' success then I'm afraid in my opinion that's the manager's failure for never mentioning them before! 

    This will change a lot and will be detrimental to the organization, Also the verbal warning needs to be documented as verbal to avoid discrepancies and informal communications.

    For proper understanding and avoiding this challenge the organization need to review all staff goals and performance matters.

  • in reply to Helen

    Agree on the verbal warning being abolished and "gone not forgotten". No verbal warning has been given to the employee so far - its the employee who is requesting that instead of a PIP, They are "told what to do -> given verbal warning -> final written warning" 

    Some issues have been raised prior to now but its also a mix of not all being mentioned as they critical concerns contribute to a major project that failed, and in addition the employee simply not doing their job and given that the difficulty in having more informal improvement expectations. 

    The only concern here in terms of steps missed is that not all concerns have been documented or discussed only until this point. We have agreed to be reasonable in our approach with the PIPs objectives set. 

    To be very honest, the employee is valued, it is just a shame with the recent events and the policy states that after informal stage, with no improvement we move onto a first written warning, then final warning, dismissal is last resort. 

  • in reply to D

    I think its up to you to decide what to do - and what to call it.   If he doesn't want to be put on a PIP, then simply tell him:-

    a)  What he did wrong

    b) what he needs to do next time/s  - a target  (smart - specific, measurable, achieveable and to a time scale.

    c) discuss what he might need in terms of meeting that target - training,coaching, reading etc.,

    d)  possible outcomes if he can't meet the standards you set. This can include possible disciplinary or capability procedure depending on what your policies state.

    You can call the above whatever you want - its what good managers do, or should do whenever someone's performance declines or is simply not up to standard.