Staff Performance Improvement

• Informal coaching is an expected preliminary step in the performance improvement process and typically includes reviewing job requirements, communicating performance issue(s), seeking to understand the employee’s perspective, and engaging the employee in developing job-related objectives.
• These conversations should occur regularly as part of ongoing employee development.
• Supervisors should document and maintain records of all such coaching conversations, which generally includes notes and/or emails to the employee summarizing the dates and details of the conversations.

• When informal coaching is ineffective in helping an employee to improve their performance, supervisors should counsel the employee regarding the nature of the concerns, the impact of the concerns, the required change, and the potential consequences for failure to meet and sustain the required change.
• Supervisors should provide the employee with a letter of expectations summarizing the details of the conversation. The employee should be afforded a fair and reasonable timeframe in which to address and rectify the identified performance issues.

• A performance improvement plan (“PIP”) may be issued to an employee when prior performance measures are not successful. A performance improvement plan should include 1) the previous performance measures provided to date, 2) the specific areas requiring improvement, 3) the length of time (generally not to exceed 90 days) the plan is in effect, 4) expectations for performance including outcomes, deadlines, and measures to determine if the plan is successful, 5) the resources and support available to assist the employee, and 6) an acknowledgement statement and area for employee and supervisor signatures acknowledging the delivery of the plan.
• During the PIP, the supervisor should meet with the employee weekly to provide feedback on the employee’s progress and address any ongoing concerns. A progress report should be provided to the employee approximately midway through the evaluation period outlining the employee’s progress and/or ongoing concerns.
• New or serious performance concerns that arise during the PIP period may result in acceleration of the evaluation period, including, but not limited to, further corrective action or immediate termination of employment.
• The objective is successful plan completion. If the employee has not met the objectives by the end of the plan timeframe, options include a plan extension or other actions as appropriate, up to and including termination of employment. If the employee has successfully met the objectives of the plan, the supervisor should notify the employee of such in writing.

• Other forms of corrective action may be appropriate depending on the nature and severity of the issue. Supervisors must consult with their HRBP prior to implementation.
• Suspension
  • A suspension involves a temporary cessation of work, either with or without pay, and may be imposed as a temporary measure to further investigate a serious allegation of misconduct which may lead to termination.
  • All suspensions must be reviewed and approved in advance by Human Resources, except for instances of immediate disruption or risk to the university. In such instances, the supervisor who has made the decision to suspend should consult with Public Safety immediately and must notify Human Resources as soon as practicably possible following the suspension.
  • If an employee is suspended without pay pending investigation and the university determines the allegations are not substantiated, the employee will be given retroactive pay at the regular rate of pay, including shift differential if applicable, from the date of suspension.
• Demotion
  • Under certain circumstances, transfer to more suitable work for which the employee can reasonably be expected to perform successfully may be considered. Other forms of demotion include withholding or deferring salary increases and/or demotions in title or scope of responsibility.

Adequate written documentation must precede any demotion. In addition, demotions must be reviewed and approved in advance by Human Resources.

Supervisors should review all formalized corrective action efforts and associated documentation with their assigned HRBP prior to delivering such actions to employees. Employees should be provided with written documentation of all corrective actions, and their signatures should be obtained whenever possible. If an employee refuses to sign a warning, this refusal should be indicated within the signature area of the document. All corrective action documentation should be sent to Human Resources for placement in the employee’s personnel file.