Employee information (name, title, ID number if applicable, etc. ) Relevant dates Description of performance discrepancy Description of expected performance Description of actual performance Any specific rules or policies that may have been violated [1] X Research source

Try to keep an open mind and avoid making assumptions as to why the employee’s work performance has suffered. [2] X Expert Source Michael McCutcheon, PhDCareer Coach & Psychologist Expert Interview. 14 October 2020. The employee may have stress from outside work that’s affecting their performance. [3] X Expert Source Michael McCutcheon, PhDCareer Coach & Psychologist Expert Interview. 14 October 2020.

”Employee will produce at least 150 units per month. ” ”Employee will clock in for work no later than 9:00 a. m. every day. ” “Employee will have no more than one calculation error per report. ”

These resources can include funds, training materials, time away from normal responsibilities, or other people’s time and expertise. For example, an employee who is struggling with time management could be given access to an administrative scheduling tool that helps organize and set time goals for work completed.

State the start and end date in the employee’s performance improvement plan, usually a 30-90 day period. Provide dates in between the start and end dates and identify benchmark goals to be met on those dates.

“Employee will clock in using _______ computer software; supervisor will review attendance records on this program. " “Employee will report to supervisor at the start of each work day. "

“Employee is on probation until he or she successfully completes at least three of the five targets outlined in performance improvement plan. " “Employment will be terminated if two or more targets outlined in performance improvement plan are not met. " “Employee will be reassigned to the position of________if all targets outlined in performance improvement plan are not met. "

Provide the employee with a copy of the performance improvement plan. Verbally walk through each aspect of it with him or her. Allow the employee to respond and give feedback. Make any necessary adjustments to the plan to ensure it meets the needs of both parties. Get verbal affirmation from the employee that he or she fully comprehends the terms of the plan. Sign off on the plan with your employee to acknowledge its receipt and review.

Furnish feedback to the employee about his or her progression toward improvement goals. Allow the employee to ask questions, seek guidance, or request clarifications on performance objectives. Offer advice and suggestions to help the employee stay on track. Learn more about your employee to give you a better understanding of ways you can help him or her.

Does the timeframe need to be extended? Are the performance targets too difficult to attain? Were the results not completely within the employee’s control?