PIP – a smart way to build performance
PIP a smart way to build performance
PIP a smart way to build performance
Tomaintain an optimum level of performance, consistently deliver quality results and make a habit of success is an infinitely difficult task. Performance does sag every once in a while, workers do fall back in a particular task. Employees are but human and not every performance appraisal is perfect. We all aspire to be perfect and that calls for a performance improvement plan. When a crucial error has to be corrected, when that flaw has to be eradicated, and the weakness strengthened; managers and supervisors use the inimitable performance improvement plan. Indeed, ever so often one notices a problem in a particular employee that needs correction, gently yet firmly. One could just lay them off, but that would be radical and prove detrimental for all. A performance improvement plan ensures that you train your employees to enhance their abilities and perform as per the company's requirements. You develop a competitive advantage as your employees are well trained, know their jobs well, work better in a team and know that you are committed to their personal growth. A performance improvement plan is a personal, specific tool that makes one work with the individual, correct the flaw and make him take determined steps towards better performance. The steps that go into working with an employee's weaknesses and bring him to a level of high performance are:
v Problem & solution
Correction is impossible without an understanding of the problem. After the performance appraisal, analyze the actual problem. Performance appraisals may be general in nature but to correct the problem one needs to be specific. Lay down instances of when and in what circumstances the error occurred. If it is in customer care, ask whether your employee is too pushy or indifferent. While working in a team does he get bossy and inconsiderate, or is there a particular deficiency in the skills of a technical worker ? Once done, the plan will now have to state the area of performance to be improved. One must remember that when laying down the plan before the employee, the HR manager or supervisor should not focus on the person and blame him, but rather focus on the performance. You must clearly state what needs to be worked upon so that there is clarity in understanding.
v The plan
Once the manager knows the problem and the skill or behaviour to be improved upon, the manager must formulate a detailed plan of action. The plan will have to begin keeping the goals in sight. The goals or required outcome could be short term or long term. Usually the time period is 30 to 90 days. Once the target is in sight, a plan has to be elucidated. What role will the manager play? What are the work assignments and the expected results? Further, if skills or behaviour has to improve what is the plan? Periodic coaching, an online course, a series of seminars, and the like can all be part of the improvement plan. One should also be realistic with the employee and try and discern possible obstacles that may arise and how they can be dealt with.
v Expectations
To raise the level of performance and improve upon that which is not working well, begin by stating clearly why the job is important and the priority of that task. Also decide the consequences of the error so the importance of improvement is highlighted. Next, clearly state the minimum and maximum levels of standards of performance so that the employee can judge improvement. Measurable standards or levels of performance have to be laid out so we can gauge the improvement and not just aimlessly work with a skill not knowing where it's going. Expectations have to be clearly stated.
v Constant review
With a plan of action and levels to improve well in place, it's easy to sit back till the next performance appraisal. However, this would be detrimental to the whole process. The plan should clearly outline dates of regular reviews, deadlines and meeting.
v The tool
Performance improvement plans are not just concocted ideas in a manager's mind. They are concrete points which can be implemented, so we need a form to outline these points. It should state clearly all the categories mentioned above.
Of these being :
Areas where improvement is required
Method or plan to work on this area
Goals and expected results
Time frame
Reviews
This form is to be updated at every meeting, so that one can discern the levels of improvement. The rules of SMART apply to a performance improvement plan. This is to ensure that the improvement is Specific, is Measurable, leads to Action and desired Results and is Time Bound. A Performance Improvement Plan helps eradicate a flaw early rather than just letting it grow into a larger and unmanageable issue. Indeed, performance improvement plans are only for those who need improvement and not for all, but even this is a good investment as it helps sustain and develop a desired level of performance for every employee. The PIP clarifies that the expected performance levels are personal guidelines for improvement and are specific, so they are effective. They are not fault finders but a positive guide to improvement and growth both for employee and the organization.
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