Performance Improvement Plans (PIP) are triggered when an employee’s performance is considered below a certain level.
During a time of ample layoffs and industry-wide uncertainty, PIPs can seem like a daunting aspect, as they are very often a redundant process before terminating the employee’s contract. But they shouldn’t have to end with a negative outcome!
This talk describes an approach to PIPs where the manager helps to set the employee up for success. I’ll start by outlining tips on how to resolve issues before PIPs become necessary. Assuming it can’t be avoided, though, I’ll touch on the best practices to follow during the whole process. Finally, I’ll cover how you should wrap up the PIP (with a positive or negative outcome) and conduct regular follow-ups to avoid repeating the situation.
You will leave this talk with knowledge on:
- How to create a culture that mitigates the need for PIPs in the first place
- How to clearly articulate PIP objectives for your report, showing explicit support, and building a network of peers while preserving confidentiality
- How to finalize the process and deliver the outcome with examples from real cases
