Performance Improvement Plan (PIP)

Process for Supervisors

A Performance Improvement Plan (PIP) is a tool designed to give an employee with performance deficiencies the opportunity to succeed. It may be used to address issues with meeting specific job goals or to improve performance-related concerns. A PIP may be issued for a 30, 60, or 90-day period, at the supervisor's discretion. The duration of the PIP should be based on the activities being measured and allow appropriate time for the employee to demonstrate improvement. The maximum length of time for a PIP during the performance management period is 90 days. Extensions may be given in certain situations.

Supervisors should contact the University Human Resources when an employee is not meeting their performance expectations. It is best to notify UHR at the beginning of the process to ensure you receive the proper guidance. Employees still under the classification of “classified” need to receive a Notice of Improvement Needed/Substandard Performance in keeping with DHRM policy. Please contact your UHR Consultant or the Employee Relations Manager. A PIP is normally not used during an employee’s probationary period; however, UHR can assist you in making that determination.

The Performance Improvement Plan is designed to assist supervisors and employees in clarifying performance improvements needed. A PIP should:

clearly state the work performance that needs improvement.
provide a clear idea of what acceptable behavior looks like and how success will be measured.
give a clear timeline for how long the improvement period will be to include scheduled follow-up meetings and training activities that will be required.
state what the potential consequences are if behavior is not improved.

These key components of the PIP will be captured on the PIP form for review and signature with the employee and must be approved by HR in advance (see attached PIP Template).

While a Performance Improvement Plan is not a disciplinary action, it serves as a formal warning of one's under performance and a recognition of their inability to reach certain goals.

The PIP's downside is most workers see a PIP as part of the termination process. While the goal of a PIP is always to assist the employee in successfully meeting performance expectations; failure to meet performance expectations at the conclusion of the PIP period may result in termination, transfer, or demotion. Please consider these concerns when you decide how to talk to your employee about their PIP.

Notify the employee that there will be a performance review meeting. The employee should not be blind-sided by the purpose of the meeting. The best approach is to meet with the employee to discuss the performance problem. The focus should be to advise the employee of exactly what must be done to bring performance up to an acceptable level, both by providing specific examples of poor performance and suggesting ways that performance can be improved.

Be sure to ask the employee if they understand precisely what must be done to bring performance to an acceptable level and if there are any tools, resources, or training that may assist them in reaching these goals Allowing the employee to be an active participant in identifying barriers and developing tools for success may assist in the overall outcome of the PIP. At times, there may be a need for the assistance of the Employee Assistance Program (EAP) to provide counseling for physical or mental conditions, or other personal problems. Have the EAP contact information readily available.

Effective Counseling Tips:

Before counseling, make sure you can clearly describe acceptable performance and have information outlining details in writing.
Conduct the counseling session in a private place.
Arrange adequate time for your comments as well as comments from the employee.
Clearly state performance expectations and seek confirmation that the employee understands those expectations.
Focus on the poor performance, not on personalities or other distractions.
Always maintain a constructive tone, along with a calm and professional demeanor.
Seek cooperation, NOT confrontation.
Remember that your goal is to improve the employee’s performance, not to win an argument with the employee.
End the session on a positive note by emphasizing that your mutual goal is improving the employee’s performance.

Supervisor’s Process Checklist:

In the PIP, was the employee told that work performance was unacceptable in one or more areas?
Did the PIP tell the employee specifically what they had to need to improve performance to keep their job to acceptable levels?
Did you explain what efforts would be made to assist the employee (including training, if appropriate)?
Was the PIP clear that continuing failure to meet performance standards would result in demotion or termination?
Did you provide the promised assistance (training, etc.) to the employee?
Did you consider any requests for accommodation?
Did you document the employee’s performance during this PIP period?
Did you meet weekly or on the dates specified in the PIP to monitor the employee’s progress?
Did you consider any approved annual, sick, or other leave during the PIP period?

If you have any questions, please contact UHR at [[AskHR]].

Performance Improvement Action Plan - PIP Template

Example of a performance issue.

PIP Template
Competencies Where Performance Standards Are Not Being Met	*Minimum Standard of Acceptable Performance	*Improvement/ Actions Needed	Review Dates	Date to Achieve Expected Standard
Submitting Reports	End of Shift Report submissions continues to be late (10 times in the last three months) even after discussing the importance of these being submitted in a timely manner at the end of each shift.	Must consistently submit End of Shift Reports at the end of each of shift 95 percent of the time. If you believe there is a valid reason for a delay in submission, discuss with your supervisor before departing for the day.	Weekly or bi-weekly	30, 60 or 90 days out from the issue date.

*Minimum standard/acceptable performance and improvement/actions needed should be written in SMART format:

S - specific,
M - measurable,
A - achievable,
R - relevant, and
T - timely