Employee Performance Plans
Embedded Files
Overview & Challenge(s):
At one of my recent employers, I was approached by the CEO within two weeks of being hired and given the direction that "Employee A and Employee B needed to be fired". My direct supervisor was traveling and I had experienced little interaction with the CEO to that point.
After respectfully explaining that without any prior documentation, I would not fire them without cause but would, through my own observations, either coach each of them up or out of the organization. Having successfully mentored others in the past, I offered him a guarantee that if I could not turn things around, he was welcome to put me on a performance plan. He respected my point of view, agreed to check in every few weeks, and we jointly updated my supervisor upon her return.
Employee A had been with the company for two years and was struggling with his responsibilities, time management, and the pace of the work.
Employee B was a bit more tenured and had just announced a pregnancy. Her office was stationed within the IT and Operations Teams, and I received weekly complaints about her lack of follow-through, inattention to details, and absence at the office.
Goal(s): Gain personal perspective regarding performance, coach and mentor for improvement, or move individuals out of their roles with no legal ramifications.
Strategy & Approach - Employee A:
Established twice-weekly 1:1 meetings.
Reviewed job description and gained agreement that they were reasonable for the position he held.
Discussed time management solutions such as calendar-blocking.
Reminded him of the Employee Assistance Program and showed concern for his stress levels.
Personally copyedited work and discussed the feedback and reasons for the suggested changes.
Documented all incidents, partnered with Human Resources, and provided him with a copy.
Results - Employee A:
He voluntarily shared that he sought professional help and was taking medications (I reminded him he was under no obligation to share that with me).
After three months of partnering with me and several professional development opportunities, he decided that the company was not a good fit and voluntarily resigned.
Strategy & Approach - Employee B:
For each complaint I received, I requested that the functional leader provide me with written documentation.
I partnered with the IT Director as he was rearranging the floor plan for his team and asked that he remove her desk from the plan.
After reviewing her job description and level-setting the company's expectations for attendance, I personally job shadowed her (as I did the rest of the team) to observe her performance.
I shared my feedback in real-time and after speaking with Human Resources to review others' observations, I placed her on a performance improvement plan, which she agreed was reasonable.
We continued weekly 1:1 meetings with a separate discussion each week to review the progress to her plan.
Results - Employee B:
Prior to the performance plan expiring (60 days), I consulted with Human Resources and recommended she be terminated.
Human Resources agreed with me based on the lack of progress toward the improvement plan.
She was terminated and granted a severance package to assist with her maternity leave.
The company was not sued or held liable for any damages.
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