How do you document and review a performance improvement plan effectively and objectively?

I agree, but the majority of the work should be done before the PIP. I always hold weekly status and monthly performance meetings with each of my staff. They are documented and shared. The intent is alignment and mutual improvement. As a leader, I have an obligation to make each of my team members and myself better. When I conduct yearly performance reviews, I never have surprises because communication has occurred throughout the year. Yes, the well documented PIP can prevent lawsuits and should be diligently filled out. But, it cannot be the first time or the first documented feedback for the team member.

Based on my experience, most of the companies have a system where the documentation is kept safe and confidential. Yet, the majority of the systems do not offer to keep track of the regular performance reviews before the end of the year and the amendments made to the goal or progress discussed. Here is what I did with my team: 1) Schedule 4 dates in a year to review performance and L&D 2) Ask a team member to send an email before the review with a summary of progress, proposed changes to the goals, etc. 3) Review performance and align on changes 4) Ask team member to update the system with the date and bullet points of the changes agreed 5) Ask to extract the pdf summary to keep on records (systems have bugs ;) #TheGoodBusy

I support the PIP theory when this must be instituted. Usually, this is initiated when an employee fails to meet the performance goals. The goals and expectations established are the specific boundaries within which employees perform, and must be measured on an ongoing basis, not at the end of the performance period. If done continuously, corrective actions could be taken before reaching the PIP stage. As a Leader, I continuously observe the performance of my team members and guide and coach immediately in areas that are affecting performance. This demonstrates that there must be effective communication between Team Leads and team members, failing which the PIP will be that medium of communication.

Regular and consistent performance feedback is a must, but that starts with specific, measurable, achievable, relevant and time-bound performance goals. Performance expectations must be clear before you set a plan to improve performance.

Begin the process with a plan for success. Set the documentation with the intent to succeed in the completion of the process outline clear end dates for the PIP and what happens when it is complete. I agree with clear objectives, clear timelines on in person review with intentions around providing the specific sources of what good looks like and the why behind the expectations and the positive impact improvement generates. When it comes to failure to improve make that completely dependent on the actions of the recipient of the plan with easy to document quantifiable facts.

It is important to create shared responsibility for performance. Here are 2 questions that managers should be asking: 1) What is one thing I can do to support you in reaching your goals? 2) What is one thing you will be doing next to help you reach the goals? The answers should indicate a clear action that has not been done or tried before. This will show the employee that they are not alone, yet it will also invite them to take accountability for their own growth. #TheGoodBusy

Document each performance discussion during the PIP by including: - The date of the discussion; - The name of each person present for the discussion; - Key performance points discussed; - Follow up items agreed upon during the discussion; and - The date of the next performance discussion. Be careful to keep all comments focused on specific behaviors, expectations, and outcomes. Use language that can be understood clearly and keep it as objective as possible. Do not share opinions or generalizations.

One thing I have found to be critical to a successful PIP, is ensuring that I am helping my associate move from "what" to "how" to improve a behavior. A motivational setup, a clear set of expectations, and a defined course of action are all pretty useless if your associate doesn't have the ability to execute on your plan! Take time to practice and confirm understanding in your kick-offs and check-ins - that will unlock their confidence and greatly increase the likelihood of success. This way, reviews become moments to celebrate success and keep pushing toward mastery!

Principally, a PIP is a support mechanism, and it’s implementation is a good thing. You’re giving someone the best chance of success by being specific, and providing additional help. On too many occasions, leaders subconsciously feel this is a punitive measure, and that belief leaks in their interaction with the person being supported, no wonder they may not feel confident or bought in to the process. Move away from comments such as ‘they need to be put on a PIP’, challenge your thinking around the purpose of this tool, and try instead ‘there’s a gap here, and I’m going to understand it and provide the right support’.

Agreed. There is a fine line when PIPs verge on being written as a punitive measure and should be avoided at all costs. The purpose of a PIP is to actively and empathetically help the employee succeed by working with them to reach the potential. PIPs that lean towards threatening the employee's livelihood will only add unnecessary stress to an already stressful situation.

Developing coaching skills will be beneficial to a manager in this kind of situations. To develop coaching skills: 1) Get coached Getting coached helps you to learn how to coach, how to ask the right questions and how to prepare for unpleasant conversations. 2) Practice asking questions Learning to ask questions and "talk" with questions will prepare the manager for this situation. 3) Practice being comfortable with silence Learning to talk last and leave the silence allows for space to express feelings and thoughts, but it also allows the manager to hear more #TheGoodBusy

When delivering a PIP, be prepared for an emotional response. When discussing the situation, be prepared with factual information as to what the issue is, and what the impact was of that behavior. Here is an example: Factual Tone: The financial report wasn't delivered as expected on 3/1/23. Defensive Tone: You didn't turn the financial report in on time. Questioning Tone: Why did you turn the financial report in on time? The wording you use can create or invoke an emotional response but planning can help you make sure that you can avoid or at least diffuse a negative response. If the conversation gets too emotional, bring the conversation back to the facts of the situation. The best phrase for this is, "This is not negotiable."