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.
