When you shouldn't send a PIP

[samiaseo222]

A Performance Improvement Plan should be sent as an opening to alert of a situation or issue and actually make an improvement.

Although it is important to be clear about the consequences of not following through, it's important to realize that this is not a disciplinary hearing (at least not at this point), so it should not be sent as a reprimand, but rather focus on what should be done to fix the issue.

A PIP is not a “termination warning” per se. If the chief vp sales marketing officers email list employee is showing truly negative issues, in the workplace perhaps you should consider a different course of action.

Strategies to conduct a PIP
Now you know what a PIP is and when it should be considered, let's see how to conduct it.

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Before jumping into the employee's underlying issues, make sure that the rest of the team is running smoothly, and everyone is sticking to their tasks. Make sure to also check in with managers and other supervisors to ensure that all instructions have been given out efficiently. If not, the PIP could be seen as an attack.

Find out where the problems are coming from, how they are affecting the business, and what the short and long-term consequences are.

If there has been prior communication regarding the matter at hand, be sure to include them in your document.

Feel free to contact the employee before issuing the PIP to understand the scope of the issue, where it originated, or if there have been prior conversations.

In your PIP, list the specific issues that need to be solved clearly and leave no room for error in interpretation.