is it time to put my employee on a formal improvement plan?
A reader writes:
I inherited an employee who was by no means held accountable by his earlier supervisor (for instance, he accomplished a main net software program overhaul 9 months previous the deadline with no penalties). As a consequence, I’ve been vigilant about giving him suggestions each time he doesn’t do one thing he says he’s going to do by when he says he’s going to do it. I’ll typically see improvement after these conversations, solely to see this behavior creep again up once more after a few months. It’s often one thing small — like saying he’ll ship me a preview of the e-newsletter or replace me on a challenge after which not getting to it or explaining why he didn’t. All of those little issues add up to somebody who I can’t depend on for main long-term initiatives.
So, is it time for a formal efficiency improvement plan (PIP)? Are you supposed to warn somebody earlier than placing them on a PIP? Is that the suitable subsequent transfer, or is there one thing else I might attempt?
I reply this query — and three others — over at Inc. at the moment, the place I’m revisiting letters which were buried within the archives right here from years in the past (and typically updating/increasing my solutions to them). You can learn it right here.
Other questions I’m answering there at the moment embody:
- Emergency lavatory use throughout interviews
- How can I finish our birthday lunch custom?
- The particulars in my provide letter aren’t what we mentioned
