“I was put on a performance improvement plan,” an employee reported. “My manager thought that I should have higher satisfaction ratings from my current accounts. He gave me a detailed checklist of what I should do, and I had to report my results daily.”
The employee said he became discouraged and the entire team (You cannot keep these things secret.) worried and fretted excessively. The employee eventually quit and moved to another company where he had a successful career.
From my observations, more than eighty percent of employees on PIP’s earn a termination notice or they quit. Less than one in ten improve performance.
Here is the dirty little secret about PIP’s. Managers use PIP’s almost exclusively for sub-par performers. The intent is to create a lawsuit-proof paper trail to justify termination. I understand this need; but you can document bad performance without creating paper-stacked, time-eating PIP’s.
If you are disappointed with an employee’s performance, tell the person what disappoints you and what you expect. Suggest ways to improve. Root for the employee’s success. Make a note with time, date and items discussed. Copy your boss and the employee. In less than five minutes, you have begun your paper trail.