Performance resolve dispute performance. v Notifies staff and

Performance Improvement Process is
defined as any action taken by management to improve unsatisfactory
Professional Staff Member performance, attendance, or behavior by a
Professional Staff Member. Action may include written warning, with probation,
suspension & termination. Also each action is documented throughout the
process. When companies management realize that they can improve companies
performance by observing bottleneck problems due to employee behavior and
recommend changes to decrease cost and improving quality of work. Employee
performance is affected by many factors such as lack of facilities, lack of
proficiency, heavy workload, lack of attitude/skill or experience ,
personal/family difficulties, health problems, improper role defined and poor
attendance. (Drexel University Policies, July 2002) (Human Resources Employee and
Labor Relations, July 2016)

The performance improvement
process contains multiple elements. The process:

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v    Defines the deficient performance.

v    Describes particular expectations,

v    Allocate time to resolve dispute performance.

v    Notifies staff and document data regarding deficient performance

? Main objective of performance improvement process
is to visualize employee’s problems that affect company’s performance and to
take necessary action within disciplinary principles.

 Basic
objectives of performance process are:

·       Advising
a staff member that behavior is unsatisfactory

·       Defining
reasons why performance is inadequate.

·       Defining
precisely what is unacceptable.

·       Defining
precisely what is the company expected from staff.

·       Clear
warning that a failure to correct performance will result in adverse effect.

When
to use performance improvement process?

Supervisors are strongly recommended to take action
under following instances.

 1) When staff
members quality of work is poor or below standard

– Performance expectations are not met as per
described.

– Deadlines are never meet.

– Mistakes, errors are repeated numerous times.

2) Staff violating company policies

– Absenteeism

– Taking unauthorized breaks.

-Theft, harassment

– Discrimination

Management
consideration and issues defining:

Supervisors should:

– Communicate expectations verbally
and in writing always.

– Coach and counsel staff in private
settings

– Must listen to their staff when
they discuss and take necessary notes.

Supervisor should never:

-Overreact and ignore issues

– Switching sides

-Degrade policies and procedure

 

 

 

 

(Employment
New Zealand)

Performance Improvement Process
The Performance Improvement Process has five (5) formal actions:

1.              
Counselling

2.              
Written Warning

3.              
Written Warning with
Probation

4.              
Suspension Without Pay

5.              
Termination

1.
Counselling Session:

Providing feedback to employees is
very essential when ongoing work is carried out. Supervisor must talk issued
raised during work with staff and ensure awareness of problem. These are
informal counselling sessions which must be documented within file if any formal
action has to taken out. (Drexel University Policies, July 2002)

Documenting
performance

            To
create high performance culture effective staff and management involvement is
necessary during work period. Documentation must include following points
within it:

·      
What really happened?

·      
Policy that violated

·      
At what workplace it
happened

·      
How it occurred

·      
Witnesses

·      
Employee
feedback/response

 

2.
Written Warning

            Supervisor must consult with
appropriate HR partner before writing any warning regarding performance of staff.
During meeting with staff along with HR partner should document specific
performance, attendance or behaviour issue. When written warning is issued
during discussion the following points must be taken into account:

-Copy
of PIP should be handover to staff under observation

-Clearly
must explain issue of performance that need improvement with proper examples.

-Proper
time period should be allotted for change.

-Offering
staff member to write his views/comments on issue.

(Drexel University Policies, July 2002)

 

 

3. Written Warning with Probation

            Even though staff member performance not improved during given time fame
and new problems are developed then supervisor should consult with HR partner
for further action to take in the
Performance Improvement Process (e.g., Written Warning with Probation. (Drexel University Policies, July 2002)

4. Suspension without Pay

            Suspension of staff with concern of HR must be specified clearly in
written letter.

Why he/she is suspended,
causes must clearly mention, always taking review and feedback about each performance
of staff is key factor in discussion. (Drexel University Policies, July 2002)

5. Termination

Supervisor should meet with
staff member privately to inform him/her of the termination decision in
presence with HR partner or designee. Proper company’s termination letter must
be handover to staff.
(Drexel University Policies, July 2002)

Standards which are used in disciplinary cases:

Following are questions must taken into
account when disciplinary action is taken out and most important it must be
documented throughout

·      
Was the employee warned of
the consequences of the conduct?

·      
Did management investigated
before?

·      
Are the evidences fair?

·      
Is there any evidence of
guilt?

·      
Is penalty’s and action
taken is reasonable?

Conclusion:

Performance Improvement
Process beneficial for keeping good relationship and clear policies among staff
and management. Supervisor can build up leadership qualities by proper
communication and set up goal for proper performance. Decisions that are made
by proper way of channel including supportive staff from various departments
always help in building values that are beneficial to both management and
staff. Since feedback and evidence is taken into consideration disputes are minimised
and respective staff emotional values not get affected due to proper action. Since
supervisor take proper documentation within meetings negligence by staff is
minimised which develop habit within organisation about taking problem seriously.
 

Performance Improvement Process is
defined as any action taken by management to improve unsatisfactory
Professional Staff Member performance, attendance, or behavior by a
Professional Staff Member. Action may include written warning, with probation,
suspension & termination. Also each action is documented throughout the
process. When companies management realize that they can improve companies
performance by observing bottleneck problems due to employee behavior and
recommend changes to decrease cost and improving quality of work. Employee
performance is affected by many factors such as lack of facilities, lack of
proficiency, heavy workload, lack of attitude/skill or experience ,
personal/family difficulties, health problems, improper role defined and poor
attendance. (Drexel University Policies, July 2002) (Human Resources Employee and
Labor Relations, July 2016)

The performance improvement
process contains multiple elements. The process:

v    Defines the deficient performance.

v    Describes particular expectations,

v    Allocate time to resolve dispute performance.

v    Notifies staff and document data regarding deficient performance

? Main objective of performance improvement process
is to visualize employee’s problems that affect company’s performance and to
take necessary action within disciplinary principles.

 Basic
objectives of performance process are:

·       Advising
a staff member that behavior is unsatisfactory

·       Defining
reasons why performance is inadequate.

·       Defining
precisely what is unacceptable.

·       Defining
precisely what is the company expected from staff.

·       Clear
warning that a failure to correct performance will result in adverse effect.

When
to use performance improvement process?

Supervisors are strongly recommended to take action
under following instances.

 1) When staff
members quality of work is poor or below standard

– Performance expectations are not met as per
described.

– Deadlines are never meet.

– Mistakes, errors are repeated numerous times.

2) Staff violating company policies

– Absenteeism

– Taking unauthorized breaks.

-Theft, harassment

– Discrimination

Management
consideration and issues defining:

Supervisors should:

– Communicate expectations verbally
and in writing always.

– Coach and counsel staff in private
settings

– Must listen to their staff when
they discuss and take necessary notes.

Supervisor should never:

-Overreact and ignore issues

– Switching sides

-Degrade policies and procedure

 

 

 

 

(Employment
New Zealand)

Performance Improvement Process
The Performance Improvement Process has five (5) formal actions:

1.              
Counselling

2.              
Written Warning

3.              
Written Warning with
Probation

4.              
Suspension Without Pay

5.              
Termination

1.
Counselling Session:

Providing feedback to employees is
very essential when ongoing work is carried out. Supervisor must talk issued
raised during work with staff and ensure awareness of problem. These are
informal counselling sessions which must be documented within file if any formal
action has to taken out. (Drexel University Policies, July 2002)

Documenting
performance

            To
create high performance culture effective staff and management involvement is
necessary during work period. Documentation must include following points
within it:

·      
What really happened?

·      
Policy that violated

·      
At what workplace it
happened

·      
How it occurred

·      
Witnesses

·      
Employee
feedback/response

 

2.
Written Warning

            Supervisor must consult with
appropriate HR partner before writing any warning regarding performance of staff.
During meeting with staff along with HR partner should document specific
performance, attendance or behaviour issue. When written warning is issued
during discussion the following points must be taken into account:

-Copy
of PIP should be handover to staff under observation

-Clearly
must explain issue of performance that need improvement with proper examples.

-Proper
time period should be allotted for change.

-Offering
staff member to write his views/comments on issue.

(Drexel University Policies, July 2002)

 

 

3. Written Warning with Probation

            Even though staff member performance not improved during given time fame
and new problems are developed then supervisor should consult with HR partner
for further action to take in the
Performance Improvement Process (e.g., Written Warning with Probation. (Drexel University Policies, July 2002)

4. Suspension without Pay

            Suspension of staff with concern of HR must be specified clearly in
written letter.

Why he/she is suspended,
causes must clearly mention, always taking review and feedback about each performance
of staff is key factor in discussion. (Drexel University Policies, July 2002)

5. Termination

Supervisor should meet with
staff member privately to inform him/her of the termination decision in
presence with HR partner or designee. Proper company’s termination letter must
be handover to staff.
(Drexel University Policies, July 2002)

Standards which are used in disciplinary cases:

Following are questions must taken into
account when disciplinary action is taken out and most important it must be
documented throughout

·      
Was the employee warned of
the consequences of the conduct?

·      
Did management investigated
before?

·      
Are the evidences fair?

·      
Is there any evidence of
guilt?

·      
Is penalty’s and action
taken is reasonable?

Conclusion:

Performance Improvement
Process beneficial for keeping good relationship and clear policies among staff
and management. Supervisor can build up leadership qualities by proper
communication and set up goal for proper performance. Decisions that are made
by proper way of channel including supportive staff from various departments
always help in building values that are beneficial to both management and
staff. Since feedback and evidence is taken into consideration disputes are minimised
and respective staff emotional values not get affected due to proper action. Since
supervisor take proper documentation within meetings negligence by staff is
minimised which develop habit within organisation about taking problem seriously.