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How to write a performance improvement plan for any problem

How to write a performance improvement plan : a plan that is employed in solving any issues within an establishment

Introduction to how to write a performance improvement plan

Performance improvement plan otherwise called the performance action plan can be defined as a way to give employees that are struggling, a chance to succeed while they are still being held accountable for some of their past performances

Therefore, it is critical to allow for an open dialog as well as feedback from the employee in order to find out if at all the employee has been given all the necessary tools, resources or materials he or she need so as to become successful. Performance improvement plan tries to describe or can be used to address two things such as:

  • The failure to meet a particular performance related job issues
  • The failure to meet a specific behavior related concern about a job

Performance improvement plans can lead to different end result which includes the following:

  • The overall performance improvement
  • The acknowledgement of some sets of skills
  • The possible actions of employment like; transfer, relegation and/or cessation
  • Also, performance improvement plan can as well be used for employees who new to a particular role as a form of tools that can be used to access performance expectations of the new employee

Steps taken in how to write a performance improvement plan

There are about 6 steps used in describing a performance improvement plan. These steps are explained in details below:

  • Documentation of performance issues: The 1st step is to supervise all the necessary document areas of the employee’s performance which require improvement. In documenting his actions towards work, facts, as well as examples, are provided in order to clarify the gravity or pattern of performance concerns:
  • Develop an Action Plan: Next, the supervisor should demonstrate a provisional plan of action for improvement, but this may be changed in accordance to the feedbacks from the employee in the meeting. Making the process collaborative can help in finding the aspects of misunderstanding on the employee’s part and can as well encourage ownership of the issue by the employee. This action plan should have a particular and measurable objective that is accurate, important and time-bound
  • Review the Performance Plan: Prior to the scheduled meeting with all of the employees, the supervisor must seek help from his or her manager in order to review the performance action. This 3rd party must make sure the documentation is stated clearly and without emotion
  • Meet with the Employee: in this meeting, the supervisor must clearly lay out the aspects that require improvement and/or plan of action. The supervisor might require changing the plan of action after getting the employee’s feedback while both supervisor and the employee should sign the PIP form
  • The Follow Up: Both employee and supervisor must build some regular follow-up meetings either weekly, biweekly or monthly, that can be outlined. The meeting should discuss and document progress toward its objectives. The supervisor should also make sure that any potential roadblocks are discussed and that the employee has been given the necessary tools and training
  • PIP Conclusion: If any of the employees is unable to improve or has refused to commit to the PIP, or if his or her performance even become worse, then the employer should close the PIP and consider a reassignment, transfer or relegation and/or end the employee’s employment based on the specific circumstances
  • Examples of how to write a performance improvement plan

    Scenario 1: One of the employees has perpetual issues with attendance, prepare a performance improvement plan for this employee

    • First is to write on his/her action: By action, it means you have to document the issue or problem of this employee. Now, his or her pattern of action is by calling the office to file in health related issues (i.e. being sick or ill) especially on Fridays as well as on Mondays was noticed. The employee has already finished all the available paid time off and also had 5 unexcused absences plus the total of 9-times in the last month, he was late for his shift. Below is an attached list of the employee attendance problems for the past 2-months compiled by the weekdays as well as number of hours he missed, including the 2 attendance warning issued to him
    • Next is the action plan: The specific measurable assignable realistic and time related (SMART) objectives as well as the consequences. The employee must arrive at the place of work before the start of each work shift, plus clock in or shortly prior to his usual start time. Also, the employee must punctually return from any break times that was scheduled and continue with his or her work until the end of each work shift. This is the final attendance warning; failure to work all scheduled shifts except those excused in their entirety for the next 90 days, or continued attendance problems beyond this PIP, might end in discipline up to and including the immediate loss of his employment status
    • The possible PIP resolution: The employee was on time for all his shifts, but once, he had to attend a conference about student-teacher for his daughter but he called the office to schedule a late come in. The employee is expected to keep on with his good attendance

    Scenario 2: Another company’s employee has error in quality performance, prepare a performance improvement plan for this employee

    • First is to write on his/her action: Document the issue or problem of this employee. For 6-months now, the employee’s quality ratings each month has been 4-times less than the usual expectations. The departmental quality expectation is less than 3% quality errors each month and the employee has had 15% and 11% quality errors respectively, resulting in additional scrap and rework costs in the month of April and the month of May. Below is the attachment of the employee’s monthly quality ratings over the last year
    • Next is the action plan: The specific measurable assignable realistic and time related (SMART) objectives as well as the consequences. The employee will attend a training session with Bale of the quality assurance department coming Monday morning from 9 - 11 a.m. this training session will include the review of proper and normal strategy as well as an observation of his hands-on work processes at his place of work. Furthermore, the employee will also be subjected to an extra quality spot checks from time to time by the quality assurance staffs as well as their supervisors for the next 3-months. The employee is expected to notify his supervisors or any of the quality assurance staff if there any roadblocks that may affect his ability to meet the goals set by the quality assurance team
    • Extending of performance improvement plan: The employee has been doing great and very active in the training prescribed by the quality assurance and the supervisors. This training has made his departmental expectations to exceeding the normal expectations within the 1st as well as in the last month, but with a quality error rating of 3.2% in the 2nd month, which is even more than the usual departmental expectations
    • Conclusion: The employee successfully met all performance action criteria during the performance action extension. Also, with the training obtained from has been able to pull himself out of a poor performance condition into the conditions which he appreciated his own successes. Although the training has ended, but the employee is expected to continue to consistently perform at or above the present departmental expectations, but he should be warned against repeating bad performance as such action might lead to his complete job termination

How to write a performance improvement plan : a plan that is employed in solving any issues within an establishment

Introduction to how to write a performance improvement plan

Performance improvement plan otherwise called the performance action plan can be defined as a way to give employees that are struggling, a chance to succeed while they are still being held accountable

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Assignment ID
100000137
Discipline
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CREATED ON
June 19, 2016
COMPLETED ON
June 20, 2016
Price
$38
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