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    Performance Improvement Template Set
    Performance Improvement Template Set
    Performance Improvement Template Set
    Ebook121 pages39 minutes

    Performance Improvement Template Set

    By Jamie Collier

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    About this ebook

    There is a lot of academic literature on the identification and management of performance, none of which is of much use to a manager looking to actually measure performance or assist their employee to improve. The management of underperformance is often done poorly, if it is done at all.

     

    This humble collection of templates assists in identifying, documenting, and managing employee performance. It does not address misconduct, serious misconduct, or compensable and non-compensable injuries or health conditions.

     

    The templates cover the essential tasks from information gathering, assessing, coaching, counselling, and the conduct of a formal performance improvement plan and final resolution.

    LanguageEnglish
    PublisherJamie Collier
    Release dateApr 16, 2023
    ISBN9798215667538
    Performance Improvement Template Set

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      Book preview

      Performance Improvement Template Set - Jamie Collier

      Define the Deficit

      In this chapter:

      ●  Describe the deficit in terms of identified performance requirements.

      ●  Identify the contractual requirement.

      ●  Categorise the requirement and level of deficit.

      ●  Distinguish a performance deficit from other processes.

      ●  Understand the basic steps of a process to manage performance deficits.

      You might have a vague sense that an employee is not meeting expectations. Perhaps there are a series of complaints from customers or co-workers; timetables not being met; or budget blow-outs that don’t appear to have a cause.

      However, if you don’t identify the deficit, tie it to a contractual source, and ensure that it is not associated with a protected characteristic or circumstance, you will struggle to manage it.

      What is underperformance?

      Not performing the essential terms of the contract.

      Not performing according to relevant timeframes.

      Not attending work regularly - or regularly arriving late.

      Causes:

      Can be because of lack of skill, knowledge or experience on part of employee.

      May be due to personal issues that could need to be managed separately.

      Could be due to personality or behaviour.

      Common reasons for underperformance

      Unclear expectations.

      Lack of capability.

      Lack of capacity.

      Workplace conflict or workplace bullying, grievances.

      Lack of feedback or irregular feedback.

      No development opportunities.

      Health conditions or injuries.

      Bad management.

      Lack of resources.

      Setting up a process to manage performance deficits

      The first step is to identify the deficit. To help you do this, here is a simple list of the basic steps you can take to successfully manage the performance:

      Identify, and describe the deficit. First identify specific examples of the behaviour or conduct that is undesirable. Gather relevant supporting documents, describe the impacts of concern - for example, customer complaints reflecting damage to your brand, insufficient productivity against key performance indicators resulting in poor financial outcomes, or conduct that is dangerous to the employee or others.

      Describe how you would like the employee to behave.

      Read and familiarise yourself with local requirements. Legislative, policy, contractual requirements. If in doubt, obtain advice from an appropriate professional.

      Assess the deficit. Consider how serious the issue is both in terms of the relationship of employment with the employee (does it impact on any essential terms or duties of the employee?), the impact on the business (risk and cost), and also the seriousness of the evidence (for example, multiple credible, independent records vs a single vague reference that is not supported by other evidence).

      Formally documenting the deficit against identified contractual obligations, assessing the materiality of the deficit, and assessing the evidence, can assist in identifying whether to manage as performance or conduct, or whether other factors are at play that need to be assessed. Also, sometimes you identify additional issues or a need to consider additional

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