Hi fellow members, I need some help on Behavioral PIP for one of my associates. I have given him a lot of written feedback about his behavior with his peers, but there has been no change in his attitude and behavior. Can someone help me create a plan for a behavioral PIP and suggest what actions we can take?
From United States, Malvern
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From United States, Malvern
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Abbreviation PIP stands for Performance Improvement Plan. When an employee fails to attain a certain level of performance, he/she is placed under a PIP. The objective of a PIP is to give the employee a chance to improve his/her performance within a specific time period. However, one cannot bifurcate a PIP and call one portion "Behavioral PIP" and possibly the other "Technical PIP."
How is your associate's behavior impacting team performance or his individual performance? Does he lack listening skills, questioning skills, interpersonal skills, workplace etiquette, or anything else? Why did you give him written feedback but not personal feedback? Did you have a tête-à-tête with him first and then provide written feedback as a follow-up?
Are you trained on how to give feedback? Do you possess the skills mentioned in the above paragraph? Why was there no impact on the behavior of your associate? Does this person report to you, or is he your peer? What about soft skills training in your company? Are employees trained formally, or is it assumed that they acquire these skills by themselves?
Feedback is generally given by managers because they occupy positions of authority. When feedback comes from a higher level, it is generally taken seriously. It is a powerful tool to motivate employees. Nevertheless, why is your associate disregarding the feedback? You have not mentioned your designation. Are you from HR? Does this person possess a very specific skill set that makes him indispensable? Because of this indispensability, does he have the notion that he has the luxury of rubbing others the wrong way? Does he have some top-level connections?
There are many questions associated with your post. Please clarify further.
Thanks,
Dinesh Divekar
From India, Bangalore
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8072How is your associate's behavior impacting team performance or his individual performance? Does he lack listening skills, questioning skills, interpersonal skills, workplace etiquette, or anything else? Why did you give him written feedback but not personal feedback? Did you have a tête-à-tête with him first and then provide written feedback as a follow-up?
Are you trained on how to give feedback? Do you possess the skills mentioned in the above paragraph? Why was there no impact on the behavior of your associate? Does this person report to you, or is he your peer? What about soft skills training in your company? Are employees trained formally, or is it assumed that they acquire these skills by themselves?
Feedback is generally given by managers because they occupy positions of authority. When feedback comes from a higher level, it is generally taken seriously. It is a powerful tool to motivate employees. Nevertheless, why is your associate disregarding the feedback? You have not mentioned your designation. Are you from HR? Does this person possess a very specific skill set that makes him indispensable? Because of this indispensability, does he have the notion that he has the luxury of rubbing others the wrong way? Does he have some top-level connections?
There are many questions associated with your post. Please clarify further.
Thanks,
Dinesh Divekar
From India, Bangalore
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Performance Improvement Plan.doc