How to Conduct a Successful Mid-Year Performance Review Meeting: Tips from Great Managers
Feedback + Coaching October 31, 2023 0

How to Conduct a Successful Mid-Year Performance Review Meeting: Tips from Great Managers

performance review tipsAs the year’s halfway mark passes, many companies with formal performance evaluation processes will be launching or in the midst of completing mid-year review and meetings.

Even if your company does not conduct formal mid-year reviews, we encourage managers to take it upon themselves to establish a set time when they can devote their attention to employees in order to recharge and regroup for the second half of the year.

Here are a few key points that we think are important for performance review meetings…

 

4 Steps to an Effective Mid-Year Review: Book, Prepare, Meet & Follow Up

1. Book

Bad managers: never book mid-year meetings themselves – they wait for HR or the employee to ask or skips them altogether.

Most managers: book meetings a few days in advance and provide little information about the meeting goals.

Great managers: are consistent with their check-ins and formal mid-year meetings and provide employees with meeting objectives and ample time to prepare.

How to Master This Step:

  • Book the mid-year review meeting at least a week in advance with a formal meeting invitation. The employee should understand that this is more formal than a water-cooler check-in or weekly touch-point.
  • Communicate the purpose of the meeting so the employee understands the objectives of the meeting and can prepare.
  • If the employee is being asked to self-assess prior to the meeting, ensure they have access to do so and ample time.
  • Book a quiet room with plenty of cushion in your calendar so the employee knows they will be getting your undivided attention. We often suggest that managers having the meeting somewhere other than your office or where you would typically meet.

 

2. Prepare:

 Bad managers: step into a meeting and ‘wing-it’.

Most managers: take 15-20 minutes before the meeting to skim goals and make mental notes.

Great managers: understand the importance of showing the employee that they are as invested in their success as they are. Great managers start preparing a week in advance by collecting peer input, gathering all notes, doing a detailed review of job goals and responsibilities, and planning discussion points to structure the meeting in a positive yet constructive manner.

How to Prepare Before a Mid-Year Review:

  • Review the employee’s performance goals and job responsibilities and are prepared to ask questions to spark discussion about progress and what is needed from the employee to deliver on these expectations.
  • Review any comments or status ratings the employee has provided in the formal mid-year review form (if applicable).
  • Examine any performance notes, feedback, or check-in meeting logs to identify trends. Be prepared to provide positive input on milestones reached and observations taken, as well as constructive coaching tips on ways to grow and improve.
  • If you are using 360 peer feedback, ensure any relevant parties have had a chance to submit their input and you have taken the time to review and identify any trends, strengths, and opportunities that should be communicated to the employee.
  • Make a preliminary determination of the extent the employee is performing or achieving/not achieving expectations and what course of action will be taken to either maintain momentum or to improve the situation.
  • Determine any opportunities for development or training, when it should be pursued, and how this would affect the employee’s short and long-term schedule.
  • Plan to discuss any new company or departmental/team changes that might affect the employee’s performance goals and plans.
  • Take a moment to self-reflect and determine if there are any behaviours or methods that might be facilitating or impeding the employee’s progress.
  • Create a rough outline of the meeting talking points and set goals for the discussion items you would like to get through. Plan for employee silence and what you might say to keep the conversation moving.

 

3. Meet

Bad managers: spend the meeting doing most of the talking or discussing items unrelated to the employee or their role. Use the meeting as an opportunity to ‘surprise’ the employee with points on what they could be doing better.

Most managers: spend the meeting doing most of the talking, providing good feedback and/or constructive criticism however losing the direction of the meeting to the point that key discussion points are missed or rushed.

Great managers: are prepared to solicit employee input, keep an eye on the time, and allow for a good mixture of acknowledgement and coaching. Great managers understand that employees should leave the meeting armed with what they need to deliver on expectations while also feeling refreshed and motivated to face the next 6 months.

Tips for Executing a Strong Review:

  • Ensure you meet somewhere quiet, with no distractions, and any phones or devices are turned off. The employee should know they have your undivided attention.
  • Quickly re-iterate the purpose of the meeting and your expected agenda so the employee is reminded of what will be discussed.
  • Ask the employee to start the conversation with a recap of the last 6 months. Their comments will be very telling and should steer the rest of the discussion.
  • If you have prepared a plan, great! Follow your talking points and goals for:
    • confirming any key points from self-assessment comments (if applicable)
    • acknowledging any positive observations or behaviours, using examples or feedback received from others
    • discussing causes and solutions for any issues in performance or delivery and ask the employee if they understand expectations and what is needed for them to improve
    • reviewing the progress of goals and development items
    • communicating any company, departmental or team changes that might impact their roles or objectives.
    • adding or editing any new goals or development items
    • discussing any career-related goals and progress
    • Keep employees talking by using leading statements like ‘tell me more…’
    • Outline any follow-up activities needed after the meeting and set time and work parameters around them if possible so the employee knows what will happen.
    • Remind the employee that you are available outside any formal meeting to discuss progress at any time.

 

4. Follow Up

Bad managers: never follow up after the meeting or deliver on promises made.

Most managers: do not follow up after the meeting and deliver on promises if and when they can.

Great managers: understand that employees are waiting for confirmation of items discussed and follow up promptly after the meeting.

How to Efficiently Feedback Meetings

  • Send an email after the mid-year review meeting to outline any key points, items to confirm (including dates on when the employee can expect to hear) and an outline of any promises or changes and when they will take effect.
  • Deliver on any promises made or communicate the status to the employee.
  • Record any key meeting notes or action-items for easy recall. (If your company is using an automated performance management system, these items would be delivered to the employee automatically after the manager closes the mid-year review meeting.)
  • Schedule any other follow-up discussions needed.

Overall, the formal mid-year review meeting is a great time to give employees your full attention, discuss any ups and downs and plan for what’s next. Mid-year meetings should not replace ongoing feedback and informal check-ins, but they are a great way to formally re-group so employees are equipped with the motivation and support needed to succeed.

Align, Develop & Retain Top Talent with emPerform

By following these tips, you can create a workplace where employees are motivated and engaged, which will lead to improved retention. Plus, by using emPerform, you can streamline your employee performance management and boost employee motivation and retention.

Book a demo

Effective Employee Performance Management: The 3 P’s
HR Insights October 30, 2023 0

Effective Employee Performance Management: The 3 P’s

performance management

Effective Employee Performance Management: The 3 P’s

Throughout the last 17 years as vendors of performance management software, we have coincided with dozens of HR pros every day to discuss the problems and challenges surrounding performance reviews. The findings weren’t all too surprising, as obvious issues were caused by 3 main categories, the 3 P’s of performance management – Purpose, People and Process.

These vital aspects that comprise your performance management strategy can make or break this business process for your entire company, risking the negative effects to cause long-term strains. The good news is there just might be an easier fix than you think. We often see great processes and forms, but the content, intent, or the right approach is missing, but something as small as a poorly worded rating scale, or a vague list of competencies turns users off entirely.

Whether you’re looking to update your appraisal forms and methods, want to rebuild your performance strategy completely, or are just curious as to what aspects of evaluations you could be optimising further, read our guide on effective performance management…

 

What Performance Management Is & The 3 P’s

 

Purpose

One of the biggest and most common challenges we see with rolling out a successful performance management strategy throughout a company is the disconnect between the plan and what the organisation is looking to gain from it.

Legacy processes often leave HR and other employees questioning if they are simply going through the motions and doing it just for the sake of it. Time is money for businesses, and every minute spent on performance management tasks and activities should ultimately equate to valuable learnings for the business and everyone involved.

When evaluating your performance management strategy while analysing both the good and the bad, take a step back and ask yourself these questions about the purpose of the strategy…

  • What perceived value do you want your employees and managers to extract at every stage? What will they gain from it?
  • What value should the business expect and what will the performance indicators be?
  • What key metrics are you looking to collect and analyse for decision-making?
  • What content should be included in your forms or system? Goals? Values? Development Plans? Skills?
  • What regulations or regulatory bodies (if applicable) are in place (like accreditation requirements or union standards) that might dictate some of the formats?
  • What cultural or organisational values/drivers should be incorporated into the design and why?
  • What issues are you looking to analyse or overcome with a new strategy?

Narrowing your company’s performance management ‘purpose’ will help when designing or updating your strategy and content – this will ensure the findings will be easy to portray and be easily understood by your colleagues and employees.

 

People

Performance management starts and ends with people – it’s that simple. Who is involved, how much they are involved, and why they are involved can make a giant difference as to whether or not employees and managers get on board and stay for their own benefit.

HR might have a vision of a long-term performance management strategy in mind or in place, but unless people are considered and factored in, it will remain unrealised. Here are some important ‘People’ aspects that should be considered…

 

Getting Support from Leaders

Company leaders should not only support HR’s performance management vision and processes, but they should also champion it. Like any other company initiative, process, or expectation, leadership buy-in is key to ensuring your performance management engine keeps running smoothly. In his Harvard Business Review article entitled, ‘The Hard Side of Change’, author Harold L. Sirkin notes that ‘if employees don’t see that the company’s leadership is backing a project, they’re unlikely to change’. Involve your company’s leadership team in performance management planning – give them a say in how the process will work and share useful metrics that will fuel their ability to lead the company. Ensure expectations are clear on their follow-through and commitment while reinforcing regularly.

 

Promoting Self-Assessment of Employees

If you don’t already involve employees in the process, we recommend doing just that. Giving employees a voice and a chance to share their perspectives shifts the focus away from managers and onto employees to participate in a more balanced, two-way conversation. Having employees self-assess also lets managers gauge the employee’s thoughts and stances prior to any meetings. We recommend letting employees update their goals in real-time, allowing them to comment on achievements and development needs, and also allowing them to rate their own competencies and skills and provide examples to support their self-ratings.

 

Involving Workforce & Provide Feedback

The effect of an employee’s day-to-day performance isn’t restricted to the confines of the employee-manager relationship – so, why should reviews be? Employees often work with multiple managers or teams to accomplish their goals – reviews that incorporate manager-only input risk leaving out a giant piece of the ‘performance picture’.

When you think of the people who should be involved in the process, think beyond managers and second-level supervisors and envision a company-wide input. This can be in the form of informal feedback such as an email, a survey, or if you want to get really into details, allowing employees and managers to request formal 360° input on their competencies and/or goals. The idea is to create a culture where employees know that their daily behaviours and actions are being recognised by managers and factored into their evaluation.

As an added bonus, input from others helps managers provide more accurate reviews and much better feedback as they often uncover observations they would have missed without such valuable insight.

 

Sharing Effective Feedback Methods

Often, getting employees involved is only the first hurdle, whereas ensuring that they understand and absorb feedback correctly is another. Even the best performance review process can be pointless in the eyes of employees if managers aren’t providing the right feedback or if 360° reviewers aren’t focusing on behaviours over opinions. We recommend communicating with your workforce on the purpose behind feedback and sharing tips and expectations for what the feedback should focus on and when it should be given.

 

Process

The last ‘P’ relates to the “Process” and how the performance management strategy operates and appears at any stage of the year or cycle. There is no denying that traditional once-a-year appraisals fall far short of providing employees with the input they need to grow and ensuring that organisational performance goals are consistently met. Many organisations are revamping their processes to include more frequent check-ins and communication channels between managers and employees, fostering an ongoing conversation about goal progress and employee feedback. While this concept sounds promising in theory, the reality is that each company should design its own process, taking into account its unique circumstances and requirements.

 

The effectiveness of a company’s performance management process relies on the previous two ‘P’s: Purpose and People, as well as two other key factors…

  1. The existing performance management framework in place within the organisation
  2. The prevailing company culture

 

Let’s dive into a common scenario – if a company has long-serving managers accustomed to annual 25-minute appraisals held every January, it becomes challenging to introduce formal monthly or quarterly check-ins without facing some resistance. In such cases, we recommend that clients devise a transition strategy, clearly communicating the desired trajectory and what will be expected from the workforce. For organisations aiming to transition from annual appraisals to a more continuous performance management process, a gradual implementation is advisable. Begin with a mid-year check-in accompanied by informal feedback and performance journals, then progress to quarterly reviews, and eventually monthly assessments.

In situations where companies operate on long-term projects, annual appraisals may not be suitable. Instead, the company might opt for ad-hoc project evaluations, supplemented by 30-60-90 day check-ins for new hires.

 

For new companies or those experiencing rapid growth, particularly with feedback-oriented millennial and Gen Z employees, a swift overhaul of the performance management process, dismantling the old and implementing a completely new and ongoing system, may be the most effective strategy, warmly embraced by all.

Larger or more complex organisations may require multiple processes to meet the specific needs of individual locations or divisions. The key takeaway here is that your company’s performance management process should be tailored to reflect your organisation’s goals and unique identity, rather than being influenced by what others may utilise.

With emPerform, launching a modern performance management program to engage your talent has never been easier. Click here to book a demo today.

 

Align, Develop & Retain Top Talent with emPerform

emPerform includes the tools needed to identify and engage high-performing teams. With online reviews, year-round goal tracking, ongoing feedback, pulse surveys & complete merit & bonus management – you can create a performance program that drives engagement & results.

Book a demo

5 Employee Appraisal Biases That Can Ruin Your Reviews (And How to Avoid Them)
Performance Reviews October 30, 2023 0

5 Employee Appraisal Biases That Can Ruin Your Reviews (And How to Avoid Them)

employee appraisal biases

5 Employee Appraisal Biases That Can Ruin Your Reviews (And How to Avoid Them)

Employee appraisal biases can have a significant impact on the accuracy and fairness of performance reviews. There are a number of ways to avoid bias in performance reviews – succession planning, compensation adjustments, recruiting and retention strategies, development initiatives, and engagement plans are just a few processes whose execution and success depends on accurate and fair performance appraisal data.

When so much rests on the validity of this data, it seems clear that eliminating bias and error in performance appraisals is a critical responsibility for supervisors, managers and human resources staff. By following these best practices, organizations can help to ensure that their performance reviews are accurate and fair…

 

What Are 5 Appraisal Biases Should Leaders Be Aware Of?

Tyler Lacoma, an author for eHow, explains:

Horns and Halos Effect – The horns and halos effect is a common phenomenon noted in many business situations. Essentially, it refers to the habit that managers have of assuming that a particular employee is naturally good or bad at his job. This perspective is usually based on personality clashes and other factors that do not actually indicate job performance. Once the manager has decided on a certain viewpoint of an employee, that manager naturally looks for information to back up that viewpoint, rather than letting data on the employee form perspectives. This influences performance appraisals and other types of reviews.

Purposeful Bias – In rarer cases, manager bias in performance reviews is not a natural “filling in” of previous expectations but is instead purposeful sabotage. This occurs when a manager feels threatened by an employee who shows talent, defiance of business orders or ambition to reach a higher level in the business. To protect their own positions or keep negative opinions from reaching higher levels of the hierarchy, these managers give employees poor appraisal scores.

Appraisal Bias – In many instances, the appraisals themselves are biased toward a particular type of position. Many companies use only one type of appraisal form, but one form rarely applies well to every type of employee. For instance, a form that emphasises creativity and communication allows an employee in marketing to score very well but an employee in production to score poorly, based simply on the requirements of the different positions.

Self Bias – Employees can also suffer from a type of self bias. In general, if performance appraisals show that an employee is performing very well, that employee will continue to perform well and could even perform better. If the review shows poor performance, the employee will continue to perform poorly. Like the managers themselves, employees tend naturally to change to fit the perception that the performance review creates.

Recency Bias – Likely the most common issue of inaccurate performance ratings, recency bias occurs when either recent trends and patterns in behaviour and performance overshadow past actions, or when it is assumed that those trends will continue. This type of bias is happening more often than you think – it isn’t a surprise that when evaluating employees, managers are less likely to remember specific accounts from 8 months ago. This is a dangerous bias because key examples and milestones achieved at the beginning of the year should be factored into formal reviews as much as what happened last week.

 

Avoiding Appraisal Biases:

Year-round Journaling & Feedback: This seems simple enough – if managers provide timely feedback, then the accuracy of that feedback is going to be much better than if they wait until an annual review. The Halo effect is very common and it is clear why. If managers sit down at the end of the year and attempt to recollect the calibre of an employee’s performance over that span of time, it is no wonder why they would inadvertently refer to past performance results. Having a performance management system that allows the attachment of files and notes is a great way for employees to ensure that their actual accomplishments are being considered when managers complete their appraisals.

360° Reviews: Sometimes the best way to get an accurate look at an employee’s performance is to ask several parties for their input and then use the results to gauge overall performance. 360° multi-rater reviews are a great way to eliminate appraisal bias as it ‘averages out’ if you will, the ratings and reviews of several parties.

Benchmarking & Calibration: Many organisations are finding it useful to have managers and supervisors meet to discuss how and why they rate performance the way they do. This ensures rating consistency across departments.

Adjusted rating scales: Overall, if rating scales are vague and rely on manager judgments instead of observable milestones, then the chances of a biased rating are increased. For instance, managers are more likely to be biased if they are using a traditional ‘Exceeds Expectations, Meets Expectations etc…’ rating scale as opposed to a ‘Goal Completed, Goal Started’ rating scale.

Custom forms: The appraisal bias is a serious one and is often unavoidable by managers as they might not have any control over appraisal form templates. Companies using outdated or paper-based appraisal systems simply don’t have the time to create and maintain separate forms that accurately rate different departments, roles, or levels.  Performance management technology does give companies the chance to eliminate this bias. Choosing automated, online performance management software that allows for custom appraisal templates to be built, maintained, and updated by the organization is a quick and easy way to avoid appraisal bias.  emPerform does just that by providing flexible software that allows for an unlimited number of forms, workflows, and approver levels.

Monitor: Even if you educate managers and supervisors on how to avoid bias, how can you be sure it isn’t happening? Again, automated performance management systems, such as emPerform, can give you up-to-the-minute status reports such as ratings by manager. Any anomalies will stand out like a sore thumb and you can catch up with that manager about his or her rating styles. Ratings by Manager is just one of almost a hundred canned reports available in emPerform (not to mention the additional ad-hoc reporting functionality). Overall – if you can see it, you can address it. So don’t let bias backfire and muddy up your organization’s performance data. Not only is it unfair to employees, but it will result in business decisions being based on inaccurate results.

The Latest Trends in HR That Are Impacting Employee Performance
HR Insights October 30, 2023 0

The Latest Trends in HR That Are Impacting Employee Performance

The latest HR trends

The Latest Trends in HR That Are Impacting Employee Performance

HR trends are ever-evolving, with new technological advancements, artificial intelligence and remote working becoming increasingly popular as the years go on. By keeping up to date with the latest HR trends, you may see a spike in productivity and better rates of talent acquisition, showing that your business is keen to develop alongside advancements.

Now more than ever, adapting new working techniques and ethics will improve employee retention, reduce stress and make room for personalised feedback and collaboration.

In this blog post, we will discuss three of the most important HR trends of 2023…

 

Increasing Focus on Diversity & Inclusion (D&I)

Diversity and inclusion, also known as D&I, has been an important topic in HR for many years, however, it is now more important than ever. A diverse and inclusive working environment is key to ensuring employee safety and well-being factors are being met – studies have shown that companies with a strong commitment to D&I have higher employee satisfaction, engagement and productivity rates.

Making sure your employees have access to equal opportunities no matter their background and implementing fair hiring practices, equal promotion opportunities and pay rises will create a bias-free workplace that is comfortable for all.

D&I can come in many forms, and we recommend scattering a few different techniques throughout your business – this may include inclusivity talks, educational workshops on diversity, support groups, salary transparency and more.

 

The Rise of Remote Work

The COVID-19 pandemic accelerated the trend of remote work – to the joy of many employees! Remote working has become a norm for most businesses in the UK, creating hybrid options for a strong balance between the collaborative and social aspects of working in an office and the comfort of working from home.

Remote working has a number of benefits for employee performance – it can increase productivity rates, motivation and help to attract and retain talent. With most of us having extremely busy personal lives, remote working can promote a better work-life balance and give employees extra time at home that’s very much needed.

However, there are also some challenges that come with remote working. It can be difficult to maintain a strong company culture when employees aren’t working together in the same space, creating divides between employees and possibly affecting performance. It’s up to you and your business to develop a remote working schedule that is effective for all, with most businesses opting for a hybrid method.

 

The Use of Artificial Intelligence

Artificial Intelligence (AI) is rapidly changing the world of work, and HR is no exception. AI is being used to automate a number of HR tasks such as recruiting, onboarding and performance management – seemingly lending a helping hand to HR executives.

AI can help with an abundance of tasks, especially those that are time-consuming and error-prone – it can also analyse data quickly, provide tailored feedback or performance plans and more. If used correctly, AI can minimise time spent on tedious tasks which allows for higher performance rates and better productivity levels.

With that being said, AI should always be sued ethically and responsibly, and not replace human interaction in the workplace – it should be used to complement human capabilities and improve the overall employee experience.

 

Prioritising Employee Well-Being

Employee well-being should always be at the forefront of HR priorities, and it is becoming increasingly important in the HR industry. Studies have shown that employees who are mentally and physically healthy are more productive, engaged, and satisfied with their jobs.

There are many ways that organisations can develop their employee well-being support, including providing access to health insurance, offering flexible working arrangements, providing a healthy work-life balance and cultivating a comfortable working environment.

Employee well-being should be constantly monitored and improved, as it can act as a key factor in employee retention and development.

 

The latest trends in HR are having a significant impact on employee performance. By focusing on diversity and inclusion, adopting a hybrid work model, and using AI, organisations can create a workplace where employees are more productive, engaged, and satisfied.

Keeping up to date with the latest HR trends will show that your business is keen on developing consistently and welcoming new advances.

Stay on track with new trends and implement them wherever suitable with emPerform.

Book a demo.

The Ultimate Guide to Creating Effective Performance Improvement Plans
Performance Reviews October 30, 2023 0

The Ultimate Guide to Creating Effective Performance Improvement Plans

performance improvement plans

The Ultimate Guide to Creating Effective Performance Improvement Plans

 

At some point, every manager will have an underperforming employee. Whether they are not meeting job requirements or consistently exhibiting behaviours that are not in line with company expectations, the manager will reach a point where it is clear that the situation needs to change. When an employee is not performing well or reaching their full potential, it is not just the manager and employee who suffer. The whole team and company can eventually feel the knock-on effects of these behaviours – the overall result is frustration, wasted time, and demotivated people.

Firing an employee might seem like the only course of action at this point, however, we urge HR and managers to consider another approach: formal performance improvement plans (PIPs). The process of identifying the root causes of poor performance, outlining clear expectations for improvement, and giving the employee a chance to develop further, could not only save time and costs associated with termination and rehiring, but it also creates a culture of performance accountability for employees and their managers.

This sounds great, but not every employee finds it easy to receive criticism, however, that doesn’t mean they don’t welcome their reviews. Employees want to develop and grow in their roles, but 53% of employees report that reviews don’t make them work any harder.

The majority of employees believe that their reviews are inaccurate, leading them to dismiss the findings altogether. Through a performance improvement plan (PIP), organisations can find ways to give positive encouragement to struggling employees, while helping them develop their experience and skillsets in a way that aligns with their goals.

 

The Benefits of Performance Improvement Plans

A performance improvement plan shows the employee that the organisation understands their current challenges and long-term goals and will take an active role in supporting them. Employees are more likely to be engaged and productive if they understand what the organisation expects. PIPs outline in detail any issues or behaviors that are causing problems, corrective actions to take to improve, and what meetings and resources will be available to offer support.

Performance improvement plans aren’t only designed for those who are falling short of their current requirements, but also for those who are currently feeling unfulfilled in their roles. Improvement plans can be used to increase employee mobility, allowing them to transition into higher-level roles or move laterally into roles that they feel they are better suited for. All of this creates a better-trained, more talented workforce.

 

Improving the Effectiveness of a Performance Improvement Plan

  • Listen to your employee and allow them to respond to any of your points – the PIP is a collaborative process. Employees become disengaged when they feel they are misunderstood or when they feel as though they are not being met halfway.
  • Dig down to the root of any issues at work – does the employee feel as though they do not have a future with the organisation? Are they ready for a more challenging role? Or are they dealing with personal issues outside of the scope of the business? Issues should be specific and supported with examples to ensure the employee understands the opportunities and changes needed.
  • Focus on the positive aspects of the employee’s relationship with the company – emphasise their valuable attributes and work with them to find ways to build on these positives, rather than dwelling on the negatives.
  • Give them a clear path – employees need to understand their goals and the actions they need to take to meet expectations of performance and behaviour. The more precise their goals are, the easier they will be to achieve. Vague goals can be confusing or frustrating and can make employees feel as though they are spinning their wheels.
  • Regularly review employee progress – track the employee’s performance and touch base with them at regular intervals to keep them motivated. Employees will appreciate being given a chance to discuss any concerns they have developed and have access to support and resources to execute the plan. We suggest formal 30-60-90 day meetings with frequent informal check-ins in between. All encounters should be focused on progress and the employee should be allowed to comment on improvements and ask questions or for clarification.

Of course, just as a PIP needs to be rewarding, there also need to be clear consequences outlined for a failure to meet goals. The PIP establishes an agreed-upon plan between the employee and the organisation regarding the best way to improve their results. If the employee breaks this contract, there should be a transparent set of circumstances. These should be outlined at the beginning of the PIP process and employees should confirm that they understand.

 

Avoiding Issues With PIPs

Having a development conversation will always be a somewhat difficult task, both for the manager and the employee. Even though good managers will find a way to deliver the message with respect, caring, and noticeable concern and support, employees might feel defensive, therefore, making the conversation awkward or unpleasant. In order for PIPs to be effective, the conversation has to happen and managers need to be prepared to face the challenges alongside their employees.

H3: Delivering Performance Improvement Plans With Care

  • Document behaviors and accounts of performance – this is the easiest way to take any vagueness out of the conversation. It is much easier for managers to comment on actual behaviours and examples than to make unclear statements.
  • Make sure it is a trend in performance – although even top performers should be striving for ongoing development, most employees will see a formal PIP as a substantial event. Managers should be certain that poor performance or undesirable behaviours are actual trends, instead of being anomalies that we all can experience from time to time, otherwise, you risk damaging your relationship with the employee and demotivating them.
  • Keep it focused on performance – managers should avoid personal attacks on employees. PIPs should always be based on results and performance instead of motives driving those items.

Performance improvement plans can be the formal process for helping managers deal with poor performance, but it also promotes a culture of accountability within the company. By creating encouraging, effective performance improvement plans, organisations can improve their outcomes and retain the best employees.

Ultimately, this will lead to a high-performing pool of talented and focused individuals.

By using emPerform, you can streamline your employee performance management and easily create Performance Improvement Plans!

Book a demo.