1. Performance Improvement Plans
Instructional Guide & Best Practices

2. A Few Key Points
Documenting the actions or patterns of an underperforming employee is very important, but it is also crucial to stay neutral with the findings.
Submit to IRS for approval prior to issuing to employee
-This ensures that the report is objective and that any goals set forth within the PIP are obtainable.
Gather Pertinent Details & Facts
-Always be sure to state specific details before presenting the PIP. Facts need to be gathered to back up any findings rather than using heresay or speculation from other supervisors or peers.

3. A Few Key Points Stay consistent
For the benefit of the entire team, show consistency with disciplinary actions. Do not put an employee on a PIP for tardiness/absenteeism if you let others get away with it. Consistency with policy is essential for all employees and supervisors to follow in order to create a positive work environment.

4. A Few Key Points Don’t make it personal
Using language of a personal or emotional manner should always be avoided. Keep the PIP based on facts and goals only. Anything aside from this could be viewed as inappropriate or discriminatory.
Don’t forget to have the employee sign the plan
A signature is proof you have reviewed the plan with the employee and it should be placed in the correct personnel file. This can be used as a referral throughout the proposed milestones.

5. A Few Key Points Allow the Employee to Respond
During the meeting, allow the employee to respond to the facts or details and provide an explanation. While an explanation may not change the reasons for the PIP, it could offer insights as to why the actions are taking place. Opening up the communication between supervisors, leads and the employee is one of the most effective ways at creating a motivated and engaged environment.

6. The Nope List
Don’t make it personal- This is one of the most unprofessional things a supervisor can do. Remember it is your responsibility to give unbiased and accurate information to your employees. It is sometimes hard to let go of your personal equation with your employees, but never give negative feedback based on your personal relation with them. Never let your personal opinions affect the review.
Don’t do it through - Giving negative feedback face to face is not always easy, but Never choose to do it. You lose the scope to discuss what the problem actually is and it can also affect the employee adversely. It can demoralizing them instead of helping them improve.
Don’t publicly shame- This is highly unprofessional and shaming does not help anyone. Instead it spreads negativity in the whole workplace. So public shaming is a big NO!
Don’t yell or use foul language- Nobody deserves to be treated that way. Using this language towards an employee just to prove you are right isn’t the right way to evaluate anyone’s performance. So, never yell or use foul language when engaging with another employee.
Don’t be unfair- You have to be unbiased and fair when evaluating performances of employees. Bias of any kind, gender, age, disability, religious, sexuality, or even marital bias can not play any factor, whether intended or not in a PIP.

7. Conclusion and Final Thoughts:
While it might be an uncomfortable situation to begin with, the purpose of the performance improvement plan is to help the employee get back on track and in good standing. Approaching an employee with critiques is a difficult part of any supervisory role. But, this should always be done with dignity and professionalism. Think about ways in which to communicate with an employee. Calling them into the office to blast out a laundry list of things they’re doing wrong is probably not the most effective way at getting them to want to listen and improve. One of the best ways to communicate bad news is to balance it out with something they do well. Point out where they excel so they are more receptive to your message and willing to accept constructive criticism. Think of it as a “compliment sandwich.”