RR Policy 0-8 - Performance improvement plan (PIP)
Purpose: The Performance Improvement Plan (PIP) Memorandum is used when the employee is not performing up to company standards and has been counselled in the past. This Plan will be the final step prior to termination.
Process: The document is designed to clearly articulate performance deficiencies, provide specific steps (goals) with a timeline for their achievement, and set up a process for supervisor support and feedback.
The goal, whenever possible, is to help the employee improve and remain with the company.
Additionally, the PIP draft should be reviewed by your next level supervisor prior to meeting with the employee.
Opportunities for Improvement:
When setting and documenting goals, the supervisor should refer to the primary responsibilities listed on the employee’s Job Description, specific goals set during prior coaching/counselling sessions, and the employee’s Annual Performance Evaluation, as the basis for areas for improvement:
Some examples of poor performance may include:
Employee frequently misfiles relevant documentation/paperwork (organizational skills)
On three separate occasions Employee has not met the accuracy goals (accuracy)
There have been XX complaints from clients related to XXX, most recently on DATE (relationship building and communication skills)
Employee is routinely late for work, compromising deadlines as a result (accountability and teamwork)
On three separate occasions employee has failed to return chart audits back to client(s) within the allotted timeframe (efficiency and reliability)
Depending on the type of issues involved, the discussion may also be tied back to a specific company policy and highlight specific areas needing improvement, such as sound judgment, punctuality, or proper use of computer systems.
Goals:
All goals should follow the SMART method; each goal should be:
Specific – well defined, objectively laid out so anyone reading the PIP will understand the expectations.
Measurable – results of improvement should be easy to determine; both the employee and supervisor should know when the goal is reached or if improvement is not being made.
Attainable – realistic given the employee’s availability of resources, time, and knowledge.
Relevant – specific to the areas of improvement outlined in the PIP Memorandum.
Time Sensitive – each goal should have a date or timeline for achievement or demonstration of progress.
The supervisor must be committed to meeting with the employee weekly and outline steps or tools that are being offered to the employee to assist him/her in professional development and performance improvement.
Expectations:
Because a Performance Improvement Plan is generally the final opportunity for the employee to improve prior to termination, it is important that the expectation of immediate performance improvement be communicated to the employee. The consequences of failing to improve should be clear (i.e., unable to continue working for Red Road Health Solutions.) Also, the employee must know that the improvement must be sustained, or the result will be the same.
Employee Input in the Plan:
Goals and activities for improvement should be decided with input from the employee. Asking for and incorporating the employee’s feedback is important to ensure the employee’s participation and commitment to improving.
In addition to the employee participating in the goal setting process, it is important that he/she be offered an opportunity to add to or comment on the Performance Improvement Plan.
Tracking Progress:
Following weekly meetings with the employee, the supervisor should complete a progress update to outline the meeting’s discussion, including updates on all goals, new timelines if applicable, and next steps. The update weekly template can be e-mailed to the employee, with a copy of the sent e-mail placed in his/her personnel file.
It is important for the supervisor to be accurate and factual when reviewing the employee’s goal progress. If the employee is making progress, he/she should be commended and given encouragement to continue. If the employee is failing, a discussion about possible reasons and the availability of additional resources is important.