This program helps us improve and grow as a team. As managers, our sole objective should be to course-correct and ensure sustained levels of work and performance of every team member. Performance Improvement Plans will be implemented to aid in correcting performance challenges associated with the skills and expertise of team members as well as to correct inappropriate behavioural conduct or a violation of work rules.

This however is,

• Not a way for Managers/ Head of Department/ Management to be vengeful or threaten people in any manner

• Not a way for seniors to pull rank/ demonstrate authority/ act upon influence or showcase bias

• Not a way to add pressure on a peer

• Not a learning and development initiative

• Not a way to set up people for failure

• Not the only reason that would adversely impact appraisals

• When the quality of work impacts team dynamics and/or output

• When a peer reports of constant escalations, a pattern of excuses/leaves, or insubordination

• When individual performance and/or behaviour impacts the team performance

• When an individual’s performance impacts team morale

• When an individual displays a lack of ownership towards key/basic responsibilities outlined to him/her

• When a team member is constantly rude to people and showcases disrespectful behaviour towards work and/or fellow team member(s)

• When a continued drop in performance is observed leading to any of the points as mentioned above

Some examples of performance challenges include (but are not limited to)

• Consistent failure to meet deadlines and targets

• Poor work quality

• Inappropriate work methods

• Tardiness leading to project delays

• Inability to meet predefined internal benchmarks on quality and amount of work

• Repeated team escalations on matters pertaining to project roll-outs, backed by documented communication
  

Some examples of behavioural problems may include (but are not limited to)

• Misconduct and/or non-compliance

• Refusal / constant excuses to complete tasks or assignments

• Any kind of attitude that negatively impacts team/individual performance

• Prolonged/frequent absenteeism (sans appropriate justification)

Should the need arise, the Manager initiating the discussion, along with the Management & Head of Department should:

• Discuss the specific performance issue(s) that do not meet with pre-described expectations

• Determine the impact of the issue(s) on the department/ team

• Acquire the team member’s feedback on the issues outlined

• Provide adequate descriptions of required performance improvements

• Create a timeline outlining the dates by which improvement will be expected

• Articulate consequences that will/could occur if the required improvement is not achieved

• Outline the developmental objectives (include internal/ external resources)

• Facilitate cooperation and ongoing communication to outline the action steps that will be taken by the team member, as well as by the Manager/ Head of Department/ Management to document a resolution and decision on the overall course of action

Yes, the Reignite program does not discriminate. It is possible for a manager to be placed on the Reignite Program. In this case, team members reporting to their assigned manager will cease to report to them during the program duration. They will report to their skip-level manager to ensure smooth functioning.

Performance Improvement Plans should be implemented when the Manager determines that a team member’s current performance requires improvement. This process can only be implemented after the Manager has held a minimum of two documented prior discussions with the team members and has communicated expectations.

The Manager should follow the progressive disciplinary process beginning with a written warning email highlighting concerns with evidence. If performance challenges continue, the Manager should aim to correct the performance discrepancies by issuing a second written warning. If the performance continues to be unsatisfactory, the next corrective measure should be the implementation of a PIP.

Important Note

Suppose a team member being recommended for a Performance Improvement Plan disagrees with or wishes to counter the warnings/ feedback/ recommendation of being placed on an improvement plan. In that case, the team member will be required to acknowledge and respond to the written warnings received via email within two days of the written notice.

In Case The Team Member:

Continues to showcase sporadic dips in efficiency, or fails to sustain the improved performance, they will be offered a two-week notice, leading to us parting ways.

The team member may also be asked to continue with a demotion / salary correction. OR we might part ways and cease to continue employment at the end of the improvement plan period.

Decides to put their paper down or chooses not to go with the improvement programs or chooses to resign, after being on the Reignite Program, in that case, their notice period will be two weeks irrespective of their level/ designation. Other standard Exit Policy terms will apply.

An understanding of how the Manager will be expected to outline the submissions.

It is a manager’s responsibility to ensure that his/her team members have the resources needed to effectively perform their job responsibilities.

Managers should consult with other Managers for guidance and feedback on the team member’s overall performance. An approval from the Head of the Department & Management (both) is mandatory whenever a team member is being placed on a Performance Improvement Plan, suspended and/or asked to exit.

The completed PIP form should be sent to the team member after appropriate signatures and approvals have been obtained. If all three parties (i.e., Manager, Head of Department, and Management) do not have a mutually discussed consensus over recommending a team member for PIP, the team member cannot be placed under PIP for the next one month. However, the team member will still be under observation/ evaluation for the next three months.

Managers must communicate the aspects of unsatisfactory performance/behaviour that require immediate improvement. These are statements which should clearly define the problems that exist with the particular team member. Each discrepancy should be identified in a separate email / piece of documented communication and should be clearly communicated, citing specific examples wherever possible.

The Manager must communicate the results that are expected. The standards should communicate observable, specific indicators of expectations expressed in terms of pre-communicated internally benchmarked quantity vs attempted effort in addition to quality of work, timeliness, cost, safety, or outcomes.

Managers must establish an action plan aimed at correcting the team member’s discrepancy. If additional training is required, the training should be specified, as should the timetable in which it should be accomplished. Another item that should be considered in the action plan section of the PIP is the identification of any special support which will be given by the Manager/ Head of Department/ Management.

Managers must communicate the improvement(s) observed throughout the PIP review period and should consult with the HOD and Management team for guidance. If a team member fails to improve their performance as required in the PIP, the Manager should follow the appropriate next steps. If the team member is being placed on a PIP as a final step in the progressive disciplinary process, the Manager should consult with the CEO/Founder before proceeding with an exit.