Performance
As a people manager, how do I address performance challenges for those who need a great deal of attention?
Those who are performing at the "Needs Attention" level can receive ongoing coaching, development, direction, and support at any time through the year, not just during a Check-in conversation. It is important to refer to the behavioral indicators in the Achievement Criteria when discussing poor performance with your direct report. Your HR Partner can also provide guidance.
At any time, a Performance Improvement Plan (PIP) can be utilized after consulting with your HR Partner.
Should the check-in form be used as a performance improvement plan or a professional development plan?
While the check-in addresses performance and opportunities for professional development, it should not serve as the official Performance Improvement Plan (PIP). Consult with your HR Partner to discuss the steps for putting an employee on a performance improvement plan.
Do check-ins work for underperforming employees?
We've found that ongoing check-in conversations help our managers quickly address any performance issues with constructive feedback. When a manager tells us that a direct report is underperforming, we first ask whether the manager has been setting clear expectations and giving specific, direct feedback via the Check-in process and/or 1-on-1 meetings with the employee. If not, we recommend that they start there and document those conversations. If the employee still isn't performing after a reasonable amount of time, then we begin the structured performance improvement process by contacting your HR Partner.
What do I do about employees who don't think they have a performance problem?
You are encouraged to meet with your HR Partner to discuss the challenges and how they might be addressed. Using the Achievement Criteria is an incredibly helpful guide to demonstrate performance levels and their corresponding indicators for Collaboration, Goal Accomplishment, Inclusion & Belonging, Innovation, and overall Job Mastery. These are the keys to aligning the conversation with the specific behaviors, standards, and expectations of non-represented employees and managers/supervisors.