Recently, one of the supervisors of a department that I lead failed her performance improvement plan. Prior to being put on a performance improvement plan for 3 months, she had been found to be performing poorly in her duties as per her job description. In her defense in the show cause letter, she brought to my attention extenuating circumstances, workload issues, bias from her manager, etc., that contributed to her failing to meet the requirements of her performance improvement plan. She is a permanent member of staff. The penalty she is to receive, which she has agreed to, is a reduction in classification level for 12 months. During the 12 months, she is to be sponsored by our organization to do a diploma course in frontline management with a view of helping her to upskill her supervisory skills. She is to participate in a Performance appraisal and development plan so that she can become supervisory material in 12 months and take her previous position in the organization. If she fails the Performance appraisal and development plan, she will be put on another performance improvement plan, and if she fails again, she may be sacked.
Now, how do we design the Performance appraisal and development plan for her so that she is indeed assisted to become a better supervisor, bearing in mind that she will be working at a lower classification level and based on the job description of that lower classification level as well? What are some of the things that we can request her to do, which if she agrees can help her tremendously in becoming a good supervisor? She may come up with ideas of things she may put in the Performance appraisal and development plan, which we have to support her since we are giving a chance to improve. Any guess as to what she might put in the Performance appraisal and development plan? Finally, what are our obligations from an employer perspective in this matter? We are meeting with her next week on Tuesday to discuss the Performance appraisal and development plan.
So, those of you who can urgently respond to this matter, please do and we greatly appreciate it. Thank you.
From Australia, Brisbane
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Now, how do we design the Performance appraisal and development plan for her so that she is indeed assisted to become a better supervisor, bearing in mind that she will be working at a lower classification level and based on the job description of that lower classification level as well? What are some of the things that we can request her to do, which if she agrees can help her tremendously in becoming a good supervisor? She may come up with ideas of things she may put in the Performance appraisal and development plan, which we have to support her since we are giving a chance to improve. Any guess as to what she might put in the Performance appraisal and development plan? Finally, what are our obligations from an employer perspective in this matter? We are meeting with her next week on Tuesday to discuss the Performance appraisal and development plan.
So, those of you who can urgently respond to this matter, please do and we greatly appreciate it. Thank you.
From Australia, Brisbane
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Hello there,
My recent research includes a paper on "performance enhancement," which is just that the HR can approach post the performance appraisal and mainly targeting those who have attained lower ratings and/or failed the appraisal. It targets the single performer for his/her performance improvement. But for professional purposes, I would like to ask you if you are self-sponsored or company-sponsored, since it will have research and development costs included in it.
Need your reply.
Regards,
Rohan Chakraborty
Recently, one of the supervisors of one of the departments that I lead failed her performance improvement plan. Prior to being put on a performance improvement plan for 3 months, she had been found to be performing poorly in her duties as per her job description. In her defense in the show cause letter, she brought to my attention extenuating circumstances, workload issues, bias from her manager, etc., that contributed to her failing to meet the requirements of her performance improvement plan. She is a permanent member of staff. The penalty she is to receive, which she has agreed to, is a reduction in classification level for 12 months. During the 12 months, she is to be sponsored by our organization to do a diploma course in frontline management with a view of helping her to upskill her supervisory skills. She is to participate in a Performance appraisal and development plan so that she can become supervisory material in 12 months and take her previous position in the organization. If she fails the Performance appraisal and development plan, she will be put on another performance improvement plan, and if she fails again, she may be sacked. Now, how do we design the Performance appraisal and development plan for her so that she is indeed assisted to become a better supervisor, bearing in mind that she will be working at a lower classification level and based on the job description of that lower classification level as well? What are some of the things that we can request her to do, which if she agrees can help her tremendously in becoming a good supervisor? She may come up with ideas of things she may put in the Performance appraisal and development plan, which we have to support her since we are giving a chance to improve. Any guess as to what she might put in the Performance appraisal and development plan? Finally, what are our obligations from an employer perspective in this matter? We are meeting with her next week on Tuesday to discuss the Performance appraisal and development plan. So, those of you who can urgently respond to this matter, please do, and we greatly appreciate it. Thank you.
From India, Pune
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1My recent research includes a paper on "performance enhancement," which is just that the HR can approach post the performance appraisal and mainly targeting those who have attained lower ratings and/or failed the appraisal. It targets the single performer for his/her performance improvement. But for professional purposes, I would like to ask you if you are self-sponsored or company-sponsored, since it will have research and development costs included in it.
Need your reply.
Regards,
Rohan Chakraborty
Recently, one of the supervisors of one of the departments that I lead failed her performance improvement plan. Prior to being put on a performance improvement plan for 3 months, she had been found to be performing poorly in her duties as per her job description. In her defense in the show cause letter, she brought to my attention extenuating circumstances, workload issues, bias from her manager, etc., that contributed to her failing to meet the requirements of her performance improvement plan. She is a permanent member of staff. The penalty she is to receive, which she has agreed to, is a reduction in classification level for 12 months. During the 12 months, she is to be sponsored by our organization to do a diploma course in frontline management with a view of helping her to upskill her supervisory skills. She is to participate in a Performance appraisal and development plan so that she can become supervisory material in 12 months and take her previous position in the organization. If she fails the Performance appraisal and development plan, she will be put on another performance improvement plan, and if she fails again, she may be sacked. Now, how do we design the Performance appraisal and development plan for her so that she is indeed assisted to become a better supervisor, bearing in mind that she will be working at a lower classification level and based on the job description of that lower classification level as well? What are some of the things that we can request her to do, which if she agrees can help her tremendously in becoming a good supervisor? She may come up with ideas of things she may put in the Performance appraisal and development plan, which we have to support her since we are giving a chance to improve. Any guess as to what she might put in the Performance appraisal and development plan? Finally, what are our obligations from an employer perspective in this matter? We are meeting with her next week on Tuesday to discuss the Performance appraisal and development plan. So, those of you who can urgently respond to this matter, please do, and we greatly appreciate it. Thank you.
From India, Pune
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Respected Members,
Assessment of the Case
My assessment of the case raised is as follows: You seem to be using the Management by Objectives (MBO) approach as she was not able to meet her performance target. However, why did her appraiser wait until the end of the year to evaluate her performance and take notes on her complaints? If appraisals were done on a quarterly basis, problems would have been detected earlier to avoid demotion and probation.
Proposed Solutions
On the other hand, in my view, the solution to her situation would be as follows:
• Re-evaluate her job description, as she might have been given managerial responsibilities which she was not ready to take on, OR
• Run a Job Analysis on her job description and write a new one to "tone it down," OR
• Run a Gap Analysis between required and available skills/competence and ensure she receives proper training to help her perform her duty.
• Do not seek new targets to put her under probation; let her finish the one she is behind on.
• Quarterly review of her performance and report on the progress of her projects, including providing tangible deliverables, is essential.
• Ensure to take her concerns into consideration and deal with them.
I hope my above comments are useful for your case.
Regards
From Oman, Muscat
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Assessment of the Case
My assessment of the case raised is as follows: You seem to be using the Management by Objectives (MBO) approach as she was not able to meet her performance target. However, why did her appraiser wait until the end of the year to evaluate her performance and take notes on her complaints? If appraisals were done on a quarterly basis, problems would have been detected earlier to avoid demotion and probation.
Proposed Solutions
On the other hand, in my view, the solution to her situation would be as follows:
• Re-evaluate her job description, as she might have been given managerial responsibilities which she was not ready to take on, OR
• Run a Job Analysis on her job description and write a new one to "tone it down," OR
• Run a Gap Analysis between required and available skills/competence and ensure she receives proper training to help her perform her duty.
• Do not seek new targets to put her under probation; let her finish the one she is behind on.
• Quarterly review of her performance and report on the progress of her projects, including providing tangible deliverables, is essential.
• Ensure to take her concerns into consideration and deal with them.
I hope my above comments are useful for your case.
Regards
From Oman, Muscat
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Performance Development Plan.doc