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A Guide to Performance Improvement Plans
- 1. A Guide toPerformance Improvement Plans Kristen Zuck @kristenzuck 2019 Happiness Leads Meetup
- 2. What is aPerformance Improvement Plan?
- 3. What is itNOT? ● A punishment ● Appropriate for every situation ● A required step before discussing leaving Automattic ● A tool to fire someone
- 4. What is itfor? ● Performance or skill related issues ● Helping someone perform at a Good Performance level long term
- 5. How can weavoid Performance Improvement Plans? ● Sometimes you can’t ● Regular check ins, strong feedback, clear goals ● Be up front with them about the possibility
- 6. Example: “These goals areto help you to succeed in this role long term. If you’re unable to meet them, it is possible we’ll need to consider a performance improvement plan in the near future. I’m here to help and support you however I can to help avoid having that conversation.”
- 7. How can weavoid Performance Improvement Plans? ● Be encouraging ● Ask how you can support them or if they are worried ● Ask them to keep notes throughout their day and share them with you ● Don’t soften
- 8. What are thesteps involved?
- 9. Step One -You’ve got a problem ● Identify ● Clarify ● Document ● Follow Up
- 10. Step Two -Formal Goal Setting ● You’ve the same shared feedback 2-3 times ● Let your LOL and HR rep know (if you haven’t already) ● Set two week incremental milestones ● Focus on observable and measurable behaviors ● Send text recaps
- 11. Step Three -Is it time for a improvement plan? ● Share your documentation ● Chat with your HR/LOL about the situation/expectations ● Reflect - “Can this person be successful on a performance improvement plan?”
- 12. Step Four -Creating the plan ● Should cover 4 to 6 weeks if you opt to move to this step ● Use strong, clear language ● Outline the behavior you want the plan to achieve ● Reflect - “What do you want and need them to do?”
- 13. Step Five -A Call with HR ● Purpose of the call ● The Performance Improvement Plan Process ● Share the goals ● Allow questions ● Asking them if they are open to doing the plan
- 14. Step Six -The Actual Plan ● Weekly 1:1s team member and HR ● HR writes weekly recaps ● 1-2 weeks to adjust ● Monitor their progress closely ● Provide strong feedback in the weekly calls
- 15. Step Six -Wrap it up ● Plans don’t have to last six weeks if they aren’t going well ● If they do make it through, great! ● Final call with expectations moving forward ● Continue monitoring closely
- 16. What will helpyou feel supported during this process?
- 17. Takeaways ● Communicate clearlyand early! ● Always document ● Keep HR and your LOL in the loop early ● Don’t put someone on a plan you don’t think they can succeed on ● Use strong, clear language in the plan (think “Will” not “Should”)
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