7. Performance Improvement Plan
Performance Improvement Plan
Introducing
Performance Improvement Plan (PIP).
The improvement of performance is a fundamental part of
the continuous process of performance management. The aim should be the
positive one of maximizing high performance, although this involves taking steps
to deal with underperformance (Armstrong, 2006). According to Corey Sandler and Janice Keefer
there are three elements that should be included in any improvement plan:
- Specific goals for, and descriptions of, the improvements you want to see
- Specific steps for achieving the described improvements
- Specific methods for measuring performance and assessing improvement
The manager must be certain that the employee is capable
of correcting the performance problem (Roger J. Plachy with Sandra J. Plachy, 1988). According to John P.
Willson , Managerial responsibility for coaching and support and individual
ownership of performance improvement are at the heart of performance
management.
Performance improvement involving: objective setting,
agreement of delegation parameters, work planning, initial training, managerial
facilitation and support, feedback, tracking of progress against key
objectives, recognition of accomplishment, and development (John P. Wilson, 1999).
An efficient and good performance management system is
always striving towards a comprehensive improvement in organizational
performance (Cardy,2004),
Responsibility for performance improvement lies with the
line manager in the role of supporting employees to give their best on the
assumption that this is what most employees would want to do.
It also requires employees to become more actively
involved in the process of performance appraisal, performance improvement
related to development outcomes from which they can benefit and are involved in
determining (John P. Wilson, 1999).
Reward
Management
Reward management is concerned with the strategies,
policies and processes required to ensure that the value of people and the
contribution they make to achieving organizational, departmental and team goals
is recognized and rewarded (Michael Armstrong, 2010)
Developing
high performance: mentoring and coaching
While performance counseling is an intervention directed
primarily at remedying assessed underperformance, mentoring and coaching are
practice intended chiefly to enhance the effectiveness of high-potential and
high performing employees, managers and executives (John Shields, 2007).
The
need for training
Helping employees to become effective in their jobs is
one of the most fundamentally important tasks in people management that any
work organization has to undertake. Employers depend on the quality of their
employees’ performance to achieve organizational aims and objectives; employees
have motivational needs for development, recognition, status and achievement
that can and should be met through job satisfaction and performance
achievements. (Shaun Tyson, 2006).
Figurer 7.1 The elements of learning and development
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Source:
Armstrong’s essential human resource management practice, 2010 Figurer
7.2 Career Development Plan  Source : Matthias Zeuch - Editor, (2016), Handbook of Human Resources Management,
Conclusion
The
performance improvement plan is the final stage of the performance management
system. A performance improvement plan should be used sparingly so that an
employee can improve. It is also beneficial to the employer. If an employee
shows persistent forms of poor functioning, it should be addressed. No one is
happy about terminating a job, but perhaps an employee performance improvement
plan can prevent or confirm that decision.
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Performance improvement (PI) is a never-ending process of getting better. Performance improvement methods involve employing a systematic technique to identify the core causes of a performance problem, then implementing a solution tailored to that specific performance deficiency, as well as measuring and monitoring performance to ensure that the gains are maintained (Nelson, 2006)
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