Disclaimer: The views and opinions expressed by the author(s) do not represent the official position of Barbados TODAY.
by Carol-Ann Jordan and Jacqueline Belgrave
Dear HR,
I have worked with my company for five years. I am accustomed to getting above average assessment scores in my annual performance appraisal. Now that the company has new owners and I have a new boss, I have gone from above average performance scores to getting a needs improvement plan. I have been told that I will be placed on a Performance Improvement Programme.
This has never happened before and I don’t understand how I was scored as I have done my work as I usually would. I want to know more about how the performance improvement programme works before I have a conversation with my supervisor.
Does this mean I am going to be fired?
Being placed on a Performance Improvement Programme (or Plan) (PIP) does not mean that you will be automatically fired. The PIP is intended to be developmental in nature.
However, because some employers do use the PIP for punitive purposes, an employee can become confused about what being placed on a PIP actually means for their current and future employment
with the company.
Firstly, let’s look at what a Performance Improvement Programme is. Your employer is responsible for ensuring that you know when your performance is unsatisfactory and what you need to do to get your performance to a satisfactory standard.
In those instances where an employee receives an unsatisfactory performance rating, a PIP may be put in place to give you an opportunity to resolve the performance deficiencies which may have been identified. A PIP is not intended as a means of firing you, it is designed to assist you in getting “back on track”.
It is a plan to help you improve your performance and thus continue your tenure with the company.
It is a tool to give you an opportunity to redeem yourself by addressing any failure, on your part, to meet specific job goals/requirements or to improve behaviour-related concerns that are repeatedly inconsistent
with the company’s expectations.
Being placed on a PIP does not necessarily mean that you are not working hard enough.
Now that your company has new owners and a new boss, it could mean that there has been a shift in the company’s business model or strategy and, as a result, you may not have adjusted to the new expectations/requirements quickly enough.
This is why it is crucial that the performance issues are clearly outlined before setting up the plan so the employee is clear of the deficiencies.
The PIP document should outline where the performance deficiencies are and set out the objectives intended to tackle and resolve them.
The following points should be kept in mind when you are having the conversation with your supervisor and when the plan is being developed:
1. Your supervisor should provide a clear reason for your low score.
2. You will be expected to be a part of creating the plan to improve your performance – so ensure that you are comfortable with the plan and the goals being set. Being a part of creating the action plan includes giving your suggestions and asking questions for clarity.
3. The plan being put in place must be SMART (specific, measurable, achievable, relevant, and time-bound) – objectives that both you and your supervisor feel can address the deficiencies identified.
• Specific so that you understand what must be done and the standard expected; providing clear outlined steps as required to guide you.
• Measurable so that it is clear how the task or action will be measured.
• Achievable – the goals must be realistic so you can achieve them. Set up smaller goals as larger goals may appear daunting.
• Relevant – focus on the specific issue(s) that you are experiencing with your work or behaviour.
• Time-bound – There must a timeframe stated in which you are expected to improve your performance.
4. Your supervisor should set up agreed check-in times/dates to meet with you on a regular basis to monitor your progress and discuss what is working and what is not.
5. Ensure a method of shared documentation is put in place to capture all discussions during the process.
It is easy to forget what was discussed and when, and the shared information allows both parties to track your progress according to the plan.
Any possibility for miscommunication or forgotten details are minimised.
It is possible that personal bias may enter the process, as some supervisors may try to use the process to “settle scores” with employees.
This should not occur. There ought to be checks and balances in the company’s structure to prevent such an occurrence e.g., such as the integral part Human Resources (HR) plays in the process.
HR personnel ought to be involved in the final determination regarding whether a PIP is the appropriate action in the situation and they are required to assist with the administration of the action plan, which should help to circumvent bias.
HR is also there to offer guidance to you and your supervisor throughout the life of the plan.
While this is not a comfortable situation to be in, we advise you to remain engaged in the process, keep lines of communication open with your supervisor and utilise all the support and resources available.
About Lifeline Labour Solutions: Lifeline Labour Solutions is a boutique partnership providing people management solutions to workplace challenges Partners Carol-Ann Jordan and Jacqueline Belgrave are established practitioners with a wealth of knowledge and experience in Employment Relations, Labour Relations and Human Resource Management between them. Email: info@ lifelinelabour.com; Tel: 1(246)247-5213
