- David Grant, Founder & Executive Coach, Setsuna Executive Coaching & Talent Solutions
- Ed Gogol, Senior HR Consultant, Professional HR Services
- Grady McCorkle, Learning Consultant, Arkansas Blue Cross and Blue Shield
- Judy Lohmar, Director, Enterprise Learning & Development, Arkansas Blue Cross and Blue Shield
- Justine Sousa, HR Specialist – People Operations, Enbridge Gas Distribution
- Paul Boston, President and Founder, Actus Performance Inc.
- Rachel Hardman, HR Generalist, Info-Tech Research Group
- Scott Shaw, HR Director, Outland-Carillion Services
- Tim Bridges, Senior Vice President, Head of Human Capital Management, Opera Solutions
- Trevor Timbeck, Chief Talent Officer, Info-Tech Research Group
- Multiple anonymous interviews were conducted.
- Many managers are not trained on addressing low performance and do not have a process for performance improvement in place to help them understand.
- Managers will often resort to implementing a performance improvement plan (PIP) before coaching the employee. As a result, PIPs have been misused as the only way for managers to deal with low performance or even manage someone out of the company.
There is no “silver bullet” to improving low performance, as each case is different. Giving managers a clearly defined process allows them to systematically assess and address low performance.
Impact and Result
- HR must implement a process for performance improvement and ensure managers address low performance consistently and fairly across the organization.
- HR needs to train mangers on how to assess the root causes of low performance so that they are better equipped to address low performance and support an employee through the process.
This guided implementation is a one call advisory process.