Dear Seniors/Frnds,
Our org is in the process of identifying poor performers and action has to be taken on such cases. This process has not been done over a period of a year, due to which the number could be high. Kindly advise how to proceed. Should we formulate a policy before proceeding and pl guide on legal aspects.
Thanks,
Rajiv
From India, Mumbai
Our org is in the process of identifying poor performers and action has to be taken on such cases. This process has not been done over a period of a year, due to which the number could be high. Kindly advise how to proceed. Should we formulate a policy before proceeding and pl guide on legal aspects.
Thanks,
Rajiv
From India, Mumbai
Dear Rajiv,
Formulating policy on employee performance is absolutely essential. Labour laws do not come in between the performance of employee and the employer but what laws say that frame the rules of performance, communicate these to the employees, obtain their signature on communication, warn them for poor performance, give them some time period to improve the performance. If employees still do not improve the performance then terminate them.
Some times employers do on-spot dismissal or removal with short notice. Some times measures of performance are not communicated to the employees at all. This is illegal.
By the way, I had written my reply to earlier one of the similar posts. Please click the following link to read it:
Employees Performance
Thanks,
Dinesh V Divekar
Management & Behavioural Training Consultant
Dear Seniors/Frnds,
Our org is in the process of identifying poor performers and action has to be taken on such cases. This process has not been done over a period of a year, due to which the number could be high. Kindly advise how to proceed. Should we formulate a policy before proceeding and pl guide on legal aspects.
Thanks,
Rajiv
From India, Bangalore
7884Formulating policy on employee performance is absolutely essential. Labour laws do not come in between the performance of employee and the employer but what laws say that frame the rules of performance, communicate these to the employees, obtain their signature on communication, warn them for poor performance, give them some time period to improve the performance. If employees still do not improve the performance then terminate them.
Some times employers do on-spot dismissal or removal with short notice. Some times measures of performance are not communicated to the employees at all. This is illegal.
By the way, I had written my reply to earlier one of the similar posts. Please click the following link to read it:
Employees Performance
Thanks,
Dinesh V Divekar
Management & Behavioural Training Consultant
Dear Seniors/Frnds,
Our org is in the process of identifying poor performers and action has to be taken on such cases. This process has not been done over a period of a year, due to which the number could be high. Kindly advise how to proceed. Should we formulate a policy before proceeding and pl guide on legal aspects.
Thanks,
Rajiv
From India, Bangalore
Dear Rajiv,
Your concern is quite appreciable, but it is not so simple to judge the performance of an employee without having prescribed some reasonable an justifiable work standards. You cannot prescribe abnormal performance standards for any employee. Any extensively overloaded employee cannot be treated as poor performer, if he is not able to complete all the assigned jobs/projects in the proposed time.
You should also not forget that performance of an employee can differ from work place to work place depending on work place conditions, environments, noise level, lighting conditions, weather conditions, supervision and guidance standard, etc.
You may therefore need to prescribe work standards for each individual job based on standard industrial engineering/work study processes, such as, job descriptions, time tests, method study, work measurement, etc. After such type of work study, you will have to circulate the work standards amongst the employees. The work study should be got conducted by qualified industrial engineer or a work study professional. If you don't have access to some qualified and experienced professional for the purpose, you may like to seek assistance from "Dhingra Group of Management and Educational Consultants" at [dcgroup1962@gmail.com] for their vast experience in this field.
For the purpose of taking any action against an employee for his/her poor performance, you may also have to incorporate the punitive provisions in the employees conduct and discipline rules of your organization, as may have been duly approved by the company board.
Hope this advice can serve your purpose.
PS Dhingra
Vigilance & Transformation Management Consultant
Dhingra Group of management & Educational Consultants
New Delhi
From India, Delhi
Your concern is quite appreciable, but it is not so simple to judge the performance of an employee without having prescribed some reasonable an justifiable work standards. You cannot prescribe abnormal performance standards for any employee. Any extensively overloaded employee cannot be treated as poor performer, if he is not able to complete all the assigned jobs/projects in the proposed time.
You should also not forget that performance of an employee can differ from work place to work place depending on work place conditions, environments, noise level, lighting conditions, weather conditions, supervision and guidance standard, etc.
You may therefore need to prescribe work standards for each individual job based on standard industrial engineering/work study processes, such as, job descriptions, time tests, method study, work measurement, etc. After such type of work study, you will have to circulate the work standards amongst the employees. The work study should be got conducted by qualified industrial engineer or a work study professional. If you don't have access to some qualified and experienced professional for the purpose, you may like to seek assistance from "Dhingra Group of Management and Educational Consultants" at [dcgroup1962@gmail.com] for their vast experience in this field.
For the purpose of taking any action against an employee for his/her poor performance, you may also have to incorporate the punitive provisions in the employees conduct and discipline rules of your organization, as may have been duly approved by the company board.
Hope this advice can serve your purpose.
PS Dhingra
Vigilance & Transformation Management Consultant
Dhingra Group of management & Educational Consultants
New Delhi
From India, Delhi
Hi Rajiv,
In my company we have a Performance Improvement Plan (PIP) implemented. Anytime a manager observes a dip in the performance of his employees (over a period of say 2 - 3 months), he will refer that employee to the HR manager / officer.
The dip in performance can be a willingness issue or by way of attendance or health problems.
The HR needs to understand the actual reason for such a dip in performance by way of meeting and discussing with the employee.
Based on the discussion the employee is told that he / she will be put on a 30 or 60 or 90 days PIP (as the requirements may be) during which he / she will have to meet certain performance standards. There may be one of the two outcomes at the end of the PIP duration
1) the employee may be able to show a rise in performance to a good extend but fail to meet the standards set in the PIP document. In this case you may extend the PIP duration to another 30 days and give him/ her another chance to improve.
2) The employee may show marginal or no improvement at all.. then the employee needs to be terminated based on poor performance.
The PIP documents should be sharply and precisely worded. The more objective it is the better.
You start with stating that a poor performance has been observed by your manager over the period of so many months
List down all the instances of poor performance depicted (the manager should provide this)
Mention that based on the above instances the employee is being place on a 30 / 60 or 90 days PIP starting from (date)
List down all the performance standards expected from him or her during the PIP duration
Terms and conditions
The employee is liable to be terminated if he / she fails to meet the performance standards stated above
The improvement of the performance should be sustained or else the employee will stand a cause of termination if their is a dip in performance again.
Typically we use PIP only for performance issues (mainly) but if we observe that the employee has attendance or attitude issue we include those expectations in the PIP document as well.
Hope this helps.
Thanks
Amrita
From China
In my company we have a Performance Improvement Plan (PIP) implemented. Anytime a manager observes a dip in the performance of his employees (over a period of say 2 - 3 months), he will refer that employee to the HR manager / officer.
The dip in performance can be a willingness issue or by way of attendance or health problems.
The HR needs to understand the actual reason for such a dip in performance by way of meeting and discussing with the employee.
Based on the discussion the employee is told that he / she will be put on a 30 or 60 or 90 days PIP (as the requirements may be) during which he / she will have to meet certain performance standards. There may be one of the two outcomes at the end of the PIP duration
1) the employee may be able to show a rise in performance to a good extend but fail to meet the standards set in the PIP document. In this case you may extend the PIP duration to another 30 days and give him/ her another chance to improve.
2) The employee may show marginal or no improvement at all.. then the employee needs to be terminated based on poor performance.
The PIP documents should be sharply and precisely worded. The more objective it is the better.
You start with stating that a poor performance has been observed by your manager over the period of so many months
List down all the instances of poor performance depicted (the manager should provide this)
Mention that based on the above instances the employee is being place on a 30 / 60 or 90 days PIP starting from (date)
List down all the performance standards expected from him or her during the PIP duration
Terms and conditions
The employee is liable to be terminated if he / she fails to meet the performance standards stated above
The improvement of the performance should be sustained or else the employee will stand a cause of termination if their is a dip in performance again.
Typically we use PIP only for performance issues (mainly) but if we observe that the employee has attendance or attitude issue we include those expectations in the PIP document as well.
Hope this helps.
Thanks
Amrita
From China
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DISCIPLINARY ACTION.ppt
Record of disciplinary action.doc