Transcript Effectively Implementing a Performance Development Plan (PDP)

Effectively Implementing a
Performance Development Plan
for Underperformers (PDP)
West Chester University
Human Resources Labor Relations Unit and
Office of Organizational Development
Fall 2006
Purpose of Performance
Development Plan (PDP)

Implement a Performance Development Plan
(PDP) when…
1.
2.
3.

A supervisor gave an employee a less than
satisfactory probationary, interim or annual
evaluation.
A supervisor has supportive documentation of an
employee’s pattern of poor behavior/performance.
A supervisor wants to enhance performance or
develop their employees.
This tutorial assists those who find
themselves in the first two situations.
Top Five Reasons
Underperformers Exist
Front line managers and supervisors do
not have effective supervisory skills.
 Managers and supervisors are not
supported by their leaders.
 Poor hiring practices.
 Lack of support from human resources.
 Underutilized performance management
tools and processes.

Stop and Think Before You Speak or
Take Action

Analyze the Behavior Problem

Describe the employee’s performance—Actually write it
down objectively and specifically what has been observed.
 Stating an employee has a bad attitude is not describing a
behavior.
 Stating an employee does not make eye contact when
someone is talking to them, comes to work late five-ten
minutes every day and complains constantly to other
employees does describe the behavior.

Identify its cost and/or loss—Sick time payments, cost of
errors, low productivity, workers compensation costs, team
morale, excessive time demands on manager
 As long as the behavior is not counterproductive to the
organization’s mission, sometimes irritating behaviors
should be tolerated if there is little cost. .
Analyze: Look Inside Yourself

Ask Yourself the 1. Does the employee have and
understand his job duties and standards
Following Seven
& expectations of performing the job?
Questions—
2. Has the employee been properly trained
to perform the duties? How and when?
If you cannot answer
yes and provide
3. Does the employee have the necessary
documentation that
work-related resources to perform the
supports your answer,
assigned duties? What are the needed
you are not ready to
resources? Does the employee use
implement a PDP.
them?
Contact HR Labor
Relations to discuss
in further detail.
4. Are there unusual circumstances in the
workplace that are contributing to the
problem? What are they? …are they
short or long term circumstances?
Analyze: Look Inside Yourself
(continued)

Ask Yourself the 5. Have clear expectations for
improvement been made known to the
Following Seven
employee? What are they and how were
Questions—
they communicated?
If you cannot answer 6. Has the employee been more closely
yes and provide
supervised including the review of work
documentation that
assignments and progress? How and
supports your answer,
how often?
you are not ready to
implement a PDP.
7. Has the employee been warned
repeatedly about the specific
Contact HR Labor
performance problem(s)? How did you
Relations to discuss
handle and what were the results?
in further detail.
Analyze: Look Inside Your Employee

Ask Yourself the
Following Four
Questions
Contact HR Labor Relations
to discuss in further detail.
1.
2.
Has the employee ever
functioned at acceptable
levels? If yes, when and for
how long? Any trends?
Does the employee have
the proper qualifications to
perform the assigned
duties? If no, what has
been done to develop those
qualifications?
3. Is there something occurring
in the employee’s personal
life that is creating this
situation? If yes, is this a
short term or potentially a
long term problem?
4. Has the pattern of the
performance problem,
marginal or otherwise, been
persistent over time? If yes,
what are the patterns?
Performance Development Plan (PDP)
Timeline


When you are thinking about implementing a PDP in
place, contact the Office of Organizational
Development at x3380.
Together, you and your employee will discuss:

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Specific Areas to Be Improved
Actions to Be Taken By Both Employee and Supervisor to
Assist in Improvement, i.e., supervisor will perform intermittent
reviews of progress.
Establish a Timeframe for Improvement
Explain the Types of Documentation Each (if applicable) Will
Be Providing to Demonstrate Improvement
Discuss What the Consequences Are If Sufficient
Improvement is NOT Made.
Tips to Addressing Poor Performance and
Still Leaving Their Self-Esteem Intact

Be Direct.

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Ban Fault-finding.

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If you want something done or changed, ask. Avoid
hints.
Finding fault can minimize seeking another way to
solve a problem. Switch from “and you did..” to “Let’s
look at the facts.”
Stay Focused and Avoid Generalizations.

Instead, ask for a solution. Move from “You never…”
to “How can I help you to …next time?”
Tips to Addressing Poor Performance and
Still Leaving Their Self-Esteem Intact

Negotiate.

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Instead of demanding,
ask: “What do you need
in order to handle this
differently?”
Realign Priorities.


Non-performers have
different priorities.
Make sure the
employee has the
same priorities you
have. Clarify and show
how both of you can
benefit. “Once we get
this done, we can talk
about your idea for…”
Say Less.

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Some people resent
following orders. Try
posting itemized goal
lists.
Let it go!

If you find yourself
critiquing employees
constantly, you may
need to reevaluate your
management style. Are
you compensating for
other problems?
Qualities of a “Coachable” Employee
Willing to Change
 Listens
 Open to Feedback
 Able to Change

Sample Dialogue to Keep Focused
on the Area to be Improved

Supervisor: What do you need to get the job done?

Employee: I have too much to do…most of my day is
spent answering phones and putting out fires…

Supervisor: You didn’t answer my question. What do
you need to get the job done?

Employee: Ok…perhaps better time management
and organizational skills.

Supervisor: For starters, I want you to read Chapter
three in Covey’s book called Focus and attend the
“Investing in Employee Excellence” course in time
management. Come back to me in three days and let’s
talk about what you learned.
Not All Employees are “Coachable”

What do you do now?
You have…
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shared the updated job description for the position
created standards
provided documentation contrary to the set standards,
communicated effectively and clearly,
done everything possible in trying to help the employee be
successful, and the employee failed to meet the mutual
Performance Development Plan.
With HR assistance, failure to meet each expectation
by the conclusion of the designated timeframe may
result in disciplinary action, up to and including
termination.
Must Reads…

Contact Training and Organizational Development to
borrow a copy ([email protected])
Ken Blanchard— The One Minute Manager
 Roger Fritz— Think Like a Manager
 Steven Covey— Principle Centered
Leadership (CD)
 Steven Pollan— Lifescripts for Managers:
What to Say to Get What You Want in Tough
Situations (with CD-ROM)

Quotes to Note

If you don’t know where to begin, you
don’t begin. --General George Patton

Catch people doing something good.
--Ken Blanchard

Remember, nothing blocks insight more
than your own ego. --Mark McCormack
Human Resources Contacts for the
Performance Development Plan

Scott Sherman
(610)436-3380
[email protected]
Training &
Organizational
Development

Trish Seningen
(610)436-3109
[email protected]
Labor Relations