Conduct vs. performance documenting employee performance issues.

1. CONDUCT VS. PERFORMANCE:
DOCUMENTING EMPLOYEE PERFORMANCE ISSUES
 Joffre J Miller, MA, SPHR, SHRM-SCP

2. OBJECTIVES
 Define Employee Performance.
 Learn to assess employee situations, specifically
performance (skill) vs conduct (will).
 Discover alternatives to progressive discipline that
are used in dealing with performance.
 Review some of the more global issues surrounding
performance.
 Explain Performance Improvement Plan (PIP) and its
elements.
 Review PIP positive and negative outcomes or
consequences.

3. DEFINING EMPLOYEE PERFORMANCE
 Employee performance is “the job related
activities expected of a worker and how well
those activities were executed.”
Employee Performance. (n.d.). In Business Dictionary Online. Retrieved from
http://www.businessdictionary.com/definition/employee-performance.html

4. ASSESSING AN EMPLOYEE SITUATION
Corbett, M. (2011). How to Assess Problem Employees: Will vs. Skill. Retrieved from: http://www.leadersbeacon.com/how-to-assess-problem-
employees-will-vs-skill/
Determining if an employee situation is an issue of
conduct (Will) or performance (Skill)?
WILL = Attitude and positive motivation.
If an employee has the technical job SKILL but not the WILL, you
are generally dealing with attitude or behavior issues.
SKILL = Technical ability to execute the job duties.
Employees who have motivation but lack technical SKILL or ability
may simply need the right resources, training and/or support to
perform their role.

5. PERFORMANCE & CONDUCT
Performance [Skill] Conduct or Behavior [Will]
“Can’t Do” “Won’t Do”
Typically involves an inability to
perform critical elements of the
position’s essential duties at the
minimum expected standard.
Typically involves breaking
workplace rules (either written or
unwritten), policy or standard of
conduct.
Note: It should be understood that some conduct issues
can affect an employee’s performance. Also, some
performance issues may seem like conduct but may
actually be a performance issue where coaching and
training will eliminate the problem.
Handout on Conduct vs. Performance

6.  Progressive discipline is punitive.
 Start with informal verbal counseling or coaching –
sometimes merely talking with an employee (giving
motivation) may increase performance.
 Resources – Does the employee have the resources and
support needed to perform?
 Training/Re-training – An employee’s performance may be
improved by simply providing additional training.
 Performance Improvement Plan (PIP) - these plans offer
employees a roadmap for improving their performance.
WHY NOT USE PROGRESSIVE DISCIPLINE
FOR PERFORMANCE?

7.  Many employees experience “spillover,” in which
problems at home negatively affect work performance
(Carlson, 2003).
 Employee assistance programs (EAP) – Offers employees
help in dealing with problems from their personal lives.
Carlson, D., & Frone, M. (2003). Relation of behavioral and psychological involvement to a new four-factor conceptualization of work-family
interference. Journal of Business and Psychology, 17, 515-535.
THE IMPACT OF PERSONAL ISSUES

8. GLOBAL ISSUES OF PERFORMANCE
 Everything starts with the job description!
 Does the JD contain clearly stated essential functions?
 Is the JD integrated into the recruitment process?
 Is structured interviewing with behavioral based
interviewing questions) being used in your recruitment
process?
 Is peer interviewing being used?
 Are employees properly oriented?
Ryan, L. (2016, January 25). Five Brainless Job Interview Questions That Need To Die. Retrieved June 13, 2017, from
http://www.forbes.com/sites/lizryan/2016/01/22/five-brainless-job-interview-questions-that-need-to-die/

9.  Does your performance management system start at
hire?
 Communicating performance goals the first week.
 Within the first 30 days (Follow-up on goals).
 Within the first 90 days (to continue motivation or
intervene if necessary).
 Do employees receive evaluations annually according
to your company’s policy?
 If employees are not meeting expectations, during the
evaluation process, is a Performance Improvement Plan
(PIP) utilized?
ISSUES SURROUNDING POOR PERFORMANCE

10. PERFORMANCE IMPROVEMENT PLANS (PIPS)
PIPs are a contract between the employee and
employer in which the performance
deficiencies of the employee are clearly
articulated.
The plan should include:
 Performance Standards from the JD
 Clearly stated issues and/or concerns
 SMART (Specific, Measurable, Attainable, Reasonable, and
Time bound) goals

11. WHAT ARE THE MECHANICS OF A PIP?
 Contain steps to achieve established goals.
 State overall time period (30/60/90 days)
 Provide the schedule of feedback meetings
(weekly/bi-weekly/monthly).

12. WHAT ARE THE MECHANICS OF A PIP?
 Outline support commitments to the employee
(persons/training/resources provided).
 Continuously document progress.
 Articulate consequences of not meeting performance
expectations. (McClain & Company, 2014)
 Provide results at end of period.

13. PIP OUTCOMES & CONSEQUENCES
 If the employee meets the standard – Retain
 If the employee does not meet the standard –
Terminate or Retrain
 Employers have a moral obligation to terminate the
employee with dignity!
"Even in a termination based on
performance, prompted by the fact that
acquired skills were not adequate for a
particular situation, the person's assets and
liabilities can still be acknowledged.”
Bayer, R. (2000). Termination with dignity. Business Horizons, 43(5), 4-10. doi:10.1016/s0007-
6813(00)80003-8

14. RECAP
 Defined Employee Performance.
 Learned to assess employee situations, specifically
performance (skill) vs conduct (will).
 Discovered alternatives to progressive discipline that
are used in dealing with performance.
 Reviewed some of the issues surrounding
performance.
 Defined the Performance Improvement Plan (PIP)
and its elements.
 Examined PIP outcomes and consequences.

15. QUESTIONS