Performance Improvement Plan (PIP)

Confidential

TO: FROM: DATE: RE:

(insert employees name) (insert managers name) (insert date) Performance Impro ement Plan (PIP)

T!e p"rpose of t!is Performance Impro ement Plan (PIP) is to define serio"s areas of concern# gaps in yo"r $or% performance# reiterate s e&pectations# and allo$ yo" t!e opport"nity to demonstrate impro ement and commitment' (ere going to treat t!is re ie$ period as confidential and $o"ld li%e yo" to treat it as confidential as $ell' T!e p"rpose of t!is period is to pro ide str"ct"re aro"nd t!e criteria for s"ccess at and to gi e yo" clear instr"ctions on $!at is e&pected o"t of yo"' T!is period !as )een ongoing and on *+,+-./* or )efore# $ill pro ide formal feed)ac% as to yo"r performance' 0!o"ld deem it $arranted# yo"r performance re ie$ period can e&tend past t!at point depending "pon yo"r progress' If progress is not made# t!e end of t!e performance re ie$ period can also res"lt in a compensation ad1"stment or e en termination' At t!e same time $e $o"ld li%e to ass"re yo" t!at $e care a)o"t yo"r s"ccess and $e ie$ t!is performance re ie$ period as additional rigor to !elp yo" ac!ie e m"t"al goals at ' For yo" to do $ell d"ring t!is performance re ie$ period $e need yo" to eit!er deli er on any pro1ects assigned to yo" or )e )illa)le to clients or )ot!'

Performance Improvement Process Flow Chart:

Manager sets performance expectations.

Manager identifies performance problem.

Manager coaches/counsels staff.

Does performance improve? o Manager documents performance concerns and shares with staff.

Staff Continues to work. Yes

Manager and staff discuss concerns and develop a performance improvement plan !see below".

Does performance improve? o Manager confers with #xecutives/ unit $% or designee regarding termination of emplo&ee.

Staff Continues to work. Yes

Staff member is terminated.

Behavioral Competencies

Performance Improvement Plan

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Organizational Success ' ' ' ' ' ' ' ' (eamwork/Cooperation !within and across units" Customer )rientation Commitment to Continuous *ualit&/+rocess ,mprovement Creativit&/,nnovation -lexibilit&/.daptabilit& to Change Continuous /earning/Development Displa&s 0ision /eadership/,nitiative ' ' ' ' ' ' ' ' '

Making People Matter +ositive .ttitude %espect for )thers ,nterpersonal Skills Supports Diversit& and 1nderstands %elated ,ssues $onest&/-airness 2uilds (rust %ecogni3es )thers4 .chievements 1nderstands )thers4 +erspectives %esolves Conflicts Constructivel&

Job ffectiveness ' ' ' ' ' ' ' ' ' +lanning/)rgani3ation +roblem Solving/5udgment Makes #ffective Decisions (akes %esponsibilit& .chieves %esults Communicates #ffectivel& Dependabilit&/.ttendance 5ob/)rgani3ational 6nowledge +roductivit& ' ' ' ' ' ' '

!""itional Competencies for Supervisors Coaches/Counsels/#valuates Staff ,dentifies .reas and Supports #mplo&ee Development )pportunities #ncourages (eamwork and 7roup .chievement /eads Change/.chieves Support of )b8ectives #nables and #mpowers Staff Strives to .chieve Diverse Staff at all /evels 1nderstands Diversit& ,ssues and Creates Supportive #nvironment for Diverse #mplo&ees

Identify the specific competencies needing improvement from the table above (or any unit-specific competencies previously identified) and describe the performance improvement required. !reas of Concern# Observations# Previous $iscussions or Counseling: ,n order to help &ou achieve the re9uired level technical competenc&: confidence: self;sufficienc& and abilit& to communicate for &our 8ob role we<ve provided specific examples where we believe &ou<ve fallen short. (he below examples begin three months ago and are on;going to present= >. .fter performing S.+ 2+C Data Manager /oads at a client site last &ear: &ou were not able to demonstrate understanding of fundamental functionalit& such as transformation and conversion files. )ur expectation is that as &ou progress on pro8ects: &our experience from the pro8ect should increase &our knowledgebase. ?. .t a client site when &ou began to troubleshoot a problem &ou stated it had to do with revenue data and it was not clear whether it was with manual planning or data loading. .s &ou explained the issue further and replicated it for us: it became evident that &ou had incorrectl& diagnosed and communicated the problem@ instead the problem was centered on the transformation definition and file validation. (o us: this illustrated difficulties in trouble;shooting and communication: two traits that are re9uired for consulting. A. ,n the beginning of this &ear we placed &ouImprovement on an internal pro8ect to build a profitabilit& model. (he first build of the Performance Plan internal pro8ect model contained man& dimensions that were onl& for use with financial consolidation applications@ to us this demonstrated lack of understanding on what these dimensions were used for and showed lack of reasoning in using them foundationall& which resulted in an impractical and broken model. B. ,n an earl& version of &our solution: &ou had expenses as a negative number. ,n the discussion on &our choice to present the information that wa&: &ou failed to demonstrate an understanding of accounting convention as it relates to signage.

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Performance Improvement Plan

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%arget area Detail specific area where performance standards have not been met

Performance concern Detail specific dates and examples of where the standards have not been met

&pecte" stan"ar" of performance Detail what is expected of the employee in terms of their performance i.e. what does good loo! li!e (o effectivel& manage workload on a dail& basis: meet deadlines efficientl&: prioriti3e tasks and respond to emails in a timel& manner. Measured b& management observation of performance of tasks. Documenting the best practices from the current pro8ect experience.

!gree" improvement actions Detail what actions need to be ta!en to meet expected standard of performance

Support

'eview $ate

'eview notes Detail improvement made and any future review dates

$ate to achieve e&pecte" stan"ar"

Detail what has been agreed in terms of support required to achieve the expected standard of performance ??

)rgani3ational skills ; difficult& organi3ing workload on a dail& basis.

$ave multiple examples where the expectation was set to perform the dail& basis checks on S&stems: but report was sent out

)perate dail& C(o Do< check list and a diar&. (o respond to emails received.

%esourcefulness: proficienc& and taking the ownership in trouble;shooting and resolving issues. .bilit& to communicate clearl& and concisel& &our progress: issues: risks and action plan forward. .bilit& to gather re9uirements and appl& them towards the design and build of a solution. Degree of self; sufficienc& and 9ualit&

Performance Improvement Plan

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%imeline for Improvement# Conse(uences ) &pectations: #ffective immediatel&: &ou are placed on a *+, da& +,+. During this time &ou will be expected to make regular progress on the plan outlined above. -ailure to meet or exceed these expectations: or an& displa& of gross misconduct will result in further disciplinar& action: up to and including termination. ,n addition: if there is no significant improvement to indicate that the expectations and goals will be met within the timeline indicated in this +,+: &our emplo&ment ma& be terminated prior to DE; da&s. -urthermore: failure to maintain performance expectations after the completion of the +,+ ma& result in additional disciplinar& action up to and including termination. (he +,+ does not alter the emplo&ment;at;will relationship. .dditionall&: the contents of this +,+ are to remain confidential. Should &ou have 9uestions or concerns regarding the content: &ou will be expected to follow up directl& with me. Fe will meet again on as noted above to discuss &our +erformance ,mprovement +lan. +lease schedule accordingl&. Signatures:

Performance Improvement Plan

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