How can you get managers and peers involved in Performance Improvement Plans?

1 Communicate the purpose and benefits of PIPs

The first step is to communicate clearly and transparently the purpose and benefits of PIPs to the employee, the manager, and the peers. Explain that PIPs are not a punishment, but a way to identify and address performance gaps, provide feedback and coaching, and align expectations and goals. Emphasize that PIPs are designed to help the employee succeed and grow, not to micromanage or criticize them. Highlight the positive outcomes of PIPs, such as improved skills, confidence, productivity, and satisfaction.

2 Involve the employee in setting the PIP goals and actions

The second step is to involve the employee in setting the PIP goals and actions, rather than imposing them from above. Ask the employee to self-assess their performance, identify their strengths and weaknesses, and suggest areas for improvement. Collaborate with the employee to define SMART (specific, measurable, achievable, relevant, and time-bound) goals and actions that are realistic and meaningful for them. Make sure the employee understands and agrees with the PIP goals and actions, and document them in writing.

3 Engage the manager in providing feedback and coaching

The third step is to engage the manager in providing regular and constructive feedback and coaching to the employee throughout the PIP period. The manager should monitor the employee's progress, acknowledge their achievements, and address any challenges or issues. The manager should also provide ongoing guidance, support, and encouragement to the employee, and help them overcome any barriers or obstacles. The manager should also communicate with the employee about the PIP expectations, timelines, and outcomes, and adjust them if needed.

4 Encourage the peers to offer support and collaboration

The fourth step is to encourage the peers to offer support and collaboration to the employee during the PIP process. The peers can play a vital role in creating a positive and inclusive culture, where the employee feels valued and respected. The peers can also share their knowledge, skills, and experience with the employee, and help them learn and improve. The peers can also provide feedback, recognition, and praise to the employee, and celebrate their successes. The peers can also work with the employee on team projects and goals, and foster a sense of belonging and trust.

5 Review the PIP results and outcomes

The fifth step is to review the PIP results and outcomes with the employee, the manager, and the peers at the end of the PIP period. Evaluate the employee's performance against the PIP goals and actions, and measure the impact and improvement . Recognize and appreciate the employee's efforts, achievements, and growth, and provide constructive feedback and suggestions for further development. Discuss the next steps and actions for the employee, such as continuing the PIP, ending the PIP, or moving to a different role or project. Solicit feedback from the employee, the manager, and the peers on the PIP process and experience, and identify any lessons learned or best practices.

6 Maintain the PIP momentum and culture

The sixth step is to maintain the PIP momentum and culture after the PIP period is over. Continue to support and empower the employee in their performance and development, and provide them with opportunities and resources to grow and excel. Continue to communicate and collaborate with the employee , the manager, and the peers on the performance expectations and goals, and provide regular and meaningful feedback and coaching. Continue to foster a supportive and collaborative environment, where PIPs are seen as a positive and beneficial tool for enhancing performance and potential.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?