Developing a Performance Improvement Plan (PIP)
- Introduction
From the review of a case study “Missed Pickup Means a Missed Opportunity for 30 seeking a Fellowship”, we get to learn about the witnessed gap examined for both the supervisors and their employees and showcasing how the analysis should be conducted. This is intending to make sure that the supervisors, together with their employees’ focus, coincide with each other for the general purpose of pinpointing the pivotal skills that must be met by the employees or surpass the strategic goals of an organization. The entire process will assist the manager in the establishment of the critical issues that prevent employees’ performance in the organization (Murphy, 2004). This will initiate in defining the root of the problem that may be characterized by the employee, manager, or else the situation.
2. Prepare a needs assessment to analyze both employees’ skill levels identified in the scenario.Level of Competency in Skills
Name of employee:
Departments/section:
Job level: Don't use plagiarised sources.Get your custom essay just from $11/page
Job title:
| Doctoral Research Fellowship skills | Understanding | Adjusting | Demanding |
| The consolation of research skills | |||
| Exploration of personal capacity | |||
| Independence showcasing leadership and management skills |
- Based on the needs assessment, prepare an analysis of what should have happened, and what did happen in the scenario.
After Missed Pickup Means a Missed Opportunity for 30 Seeking a Fellowship, the students should have owned and learned from it, looking for the next opportunity, getting prepared for the inevitable questions. Notably, after missing the occasion, one should stay hung up, fuel your drive to create, and finally identifying the positives (Heathfield, 2019)
- Based on the needs assessment, evaluate the appropriateness among possible choices of action (strategies), including discipline, development, improvement, or termination for the two employees.
The steps taken are; i. Brainstorming and planning by gathering the responsible team that will serve the needs of the assessment task force that should include service delivery staff, consumers, volunteers, and leadership (Budworth, Latham, & Manroop, 2015).ii. Guiding documents by gathering feedback obtained from the task force. Results should be drafted to be used as a document to guide during the work of needs assessment. iii. Collection of secondary data that entails the process of gathering information relevant to the problem from sources that are already in existence.iv. Primary data collection v. Data analysis vi. Dissemination 5. Performance improvement plan for each employee (Aguinis, 2019).Employee Name………Performance Improvement
| Expected behaviors | Metrics for improvement | Required action steps | Consequences for not meeting the plan’s expected outcomes | Their manager’s role |
| a) Ability to manage themselves b) Basic skills c) Ability to work with others d) Able to take actions | Defining employees’ vision and broadcasting it.Giving positive feedback Poor quality of work that is administered. | Identification of underlying issues Involvement of employees Outlining clear objectives Consent on training and support | Increased client satisfactionImproved productivity Increased revenues | Supporting the staff to meet the expectations of their positions and helping the team to upgrade. |
6. Prepare instructions for the manager on how to conduct a meeting with each employee about improvements and consequences. As a manager, four essential things should be put into consideration to make the most out of the one-one meeting with the employees. In recent days, it has been found that approximately 40 percent of the employees have a common belief that their seniors are somewhat prepared. In contrast, 45 percent of employees suggest that their managers are not well ready. However, managers are established to agree. The managers say that the problem that comes with the one-on-one meetings is that they don’t get assured of how to get prepared or even what to ask during the meeting session. The good thing in getting prepared for a one-on-one meeting is that it’s difficult; neither does it consume a lot of time. The instructions that managers should follow will enhance them to be well prepared. First, the manager should get up-to-speed. A lot of time is wasted when an individual is not up-to-speed. Around 10-15 minutes is squandered while in a struggle to catch up with the initial information, time that could have been applied in discovering and discussing new information. Secondly, a manager should ask for the direct reports to develop a schedule ahead of time with what could be in their mind. Third, you should define yourself clearly by describing what you want to do for the benefit of the future. More so, calibrate your mindset ReferencesAguinis, H. (2019). Performance management (4th Ed.). Upper Saddle River, NJ: Prentice-Hall.Budworth, M.-H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance improvement: A field test of the feedforward interview for performance management. Human Resource Management, 54(1), 45–54. doi:10.1002/hrm.21618Case Study: Murphy, D. E. (2004, February 5). Missed pickup means a missed opportunity for 30 seeking a fellowship. The New York Times, p. 18. Reprinted by permission of The New York Times via the Copyright Clearance Center.Heathfield, S. M. (2019, February 13). Performance improvement plan: Contents and a sample form. Retrieved from https://www.thebalance.com/performance-improvement-plan-contents-and-sample-form-1918850