Work Improvement Plan

Performance Improvement Plan (PIP)

Management Guide

The Johns Hopkins Hospital Johns Hopkins Health System Corporation

Department of Human Resources Office of Human Resources Consulting “Is a great training and development tool.”

Objectives & Advantages

A PIP:

1. Correlates with the JHH Management Performance System.

2. Delays discipline and allow employees time to work at changing their behavior or correct the performance problem(s).

3. Demonstrates to others that management was fair and reasonable by providing the employee adequate time to change.

4. Gives management the flexibility of working with employee’s with minor, but critical behavior issues without immediately issuing disciplinary action that could negatively impact the employee’s attitude and job performance.

5. Helps all parties to work together to build a WIN-WIN relationship by focusing on the issue at hand, develop benchmarks, openly communicate and learn from each other.

6. Creates a solid argument that the employee possesses the ability to recognize right from wrong.

7. Communications and identifies the specific problem, solutions and consequences.

8. Documents and records training resources and guidance provided by management.

2 Guidelines

1. PIPs should be SMART.

S – Specific, M – Measurable, A – Attainable, R – Realistic, T – Time Based

2. PIPs should align with a Job Description.

Beginning on Page 2, management should categorize each deficiency. The categories should align with the employee’s job description.

3. PIPs should not exceed 30-day intervals.

Management is making a “time” commitment for the purpose of allowing the employee to improve performance and/or change inappropriate behavior. At the end of the time commitment, management should re-evaluate the situation to determine progress.

If the employee fails to show improvement, discipline is warranted and should be considered. However, if improvement is noted, management should refrain from issuing discipline.

If the employee did not completely meet performance or behavior expectations and standards, the PIP should be reissued for another 30-day period and the progress or regression documented on the modified PIP.

4. Each interval should include a minimum of 2 and maximum of 4 progress checks in a 30 day period.

The purpose of the progress checks are to allow management to provide personalized coaching and constructive feedback to an employee on their progress or regression in the deficient areas. At the end of the 30-day period, the employee should not be surprised by management’s decision to issue discipline and extend the PIP.

5. Communications should occur at the time of the incident, during each progress check and at the end of the 30-day interval.

In addition to the progress checks and formal meeting at the end of the 30-day period, management should provide personalized coaching and constructive feedback to employees at the time of each incident, complaint, observation, etc.

3 Sample (Employee Name) (Title) Date Initiated: ______

Introduction

Purpose

This performance improvement plan will serve as notice to you that some aspects of your work performance related to managing and interacting with others are below an acceptable level.

Performance Monitoring

Your performance will be monitored specifically for improvement over the next 30 days and you will have 4 separate intervals in which feedback will be given to you regarding your progress.

Consequences

If no improvement is noted, you will face disciplinary action up to and including discharge. This notice will serve as counseling under The Johns Hopkins Hospital/Johns Hopkins Health System disciplinary action policy.

Parameters for Progress Checks

Introduction

Outlined below are issues, expectations, and standards related to your working relationships with department staff, others and me. In general, your communications and interactions are perceived as abrasive and demoralizing.

Effective immediately, your communications and management style will need to reflect politeness and kindness at all times. For these purposes, politeness is defined as doing and saying the kindest thing in the kindest way. The parameters of kindness are described as follows:

Kindness in words creates confidence. Kindness in thinking creates an understanding of others views and opinions. Kindness in giving creates respect that fosters cooperation and teamwork.

Measurements

Evidence of your progress will be determined through accomplishment of my requests below, review of complaints or compliments made by staff, and through my observations of you and interactions with you. The weekly meetings identified under the performance monitoring section will be termed “progress checks” and will serve to document your success or need for improvement.

4 Problems, Expectations and Standards Solutions and Progress Related to the Required Performance Improvement

Following are concerns and issues that have caused me to require this Performance Improvement Plan. Listed under each concern are job description standards followed by instructions and examples about how to improve that aspect of your work performance.

I. Communication Issues

A. Verbal comments to staff are perceived frequently as disrespectful, harsh, demeaning, sarcastic, or otherwise negative in tone.

1. Provide feedback that is professional and constructive. Share knowledge in a caring and positive way. Limit discussion of negative issue to the individuals involved. (a) Maintain a positive tone – instead of saying “you did this wrong,” offer “you may wish to consider another aspect the next time.” (b) Provide positive feedback along with suggestions and constructive criticism. (Constructive criticism builds people up, and is nonjudgmental in tone, and conveys confidence in the employee’s desire/ability to succeed.) (c) Sincerely compliment someone’s idea, effort, or accomplishment. (d) Sincerely thank others for help or a job well done.

Core Expectation: Correction and counseling of staff will be done in private and in a way that preserves the person’s dignity and self-respect, and conveys confidence in their ability to succeed.

B. Written communications are, at times, harsh, judgmental, argumentative, sarcastic, or slightly threatening.

1. Treat customers (which include coworkers) with courtesy, respect, and caring. Share knowledge in a caring and positive way. (a) Written memos and emails will have a generally positive, collegial tone. (b) Written items will be factual in accordance with the situation, but neutral and open minded in tone.

Core Expectation: Sensitive or difficult matters will be handled in person (phone, meeting); they will not be debated through a series of emails.

C. Nonverbal communication, at times, conveys aggressiveness, invades another’s personal space, or is perceived as subtly threatening.

1. Use nonverbal communication to enhance teamwork and in a way that conveys approachability and demonstrates active listening skills. (a) Smile as you walk past people, greet them, or when initiating conversation. (b) Monitor behavior such as crossed arms, or an averted gaze, that conveys closeness, disinterest, or disengagement from the interaction at hand.

Core Expectation: Body language and facial expressions will complement respectful, caring, kind and polite verbal communications and will convey openness and approachability.

5 II. Teamwork Issues

A. Others’ ideas are quickly challenged or eliminated from consideration; sharing of workload and support of an overall team spirit is not supported.

1. Consistently work cooperatively by being a team player and understanding others’ needs and perspectives. Interact with team members in a constructive manner. (a) Others’ ideas will be heard out and truly given consideration. (b) Negatives will be routinely balanced with positives in work and deed. (c) Encourage staff to help each other and to identify and try to meet each other’s needs. (d) Find opportunities to offer sincere praise in a public forum (old adage: praise in public, correct in private.)

Core Expectation: A sense of team spirit and a “can-do” attitude will be fostered so that support is routinely available to those in need of it.

Summary Comments

1) It is expected that improvement efforts begin immediately and without retaliatory action towards staff or me and confidentiality is maintained unless there is a business need to know.

2) Consider contacting (OD&T), who is our contact for Organizations Development and Training activities, regarding in-house training sessions related to communication and management skills.

3) Consider contacting the Faculty and Staff Assistance Program (FASAP) for help with improving behavioral and relationship-building skills, identifying relevant educational program offerings, and other services.

Next Progress Check

We will meet in one (1) week, on ______, to assess your progress in meeting the expectations for verbal, written, and nonverbal communication techniques and team building behaviors.

______Employee’s Name Date Manager’s Name Date Title Title