Performance Coaching/Counseling Guide (PIP)

When a teammate is not meeting the performance or behavioral expectations of their job, performance coaching/counseling may be all that is needed to help get them back on the road to success. A productive coaching/counseling session will establish a plan for performance improvement that will include commitments made by both the teammate and the manager.

The following guide has been developed to provide a framework for conducting a productive PIP session. Please feel free to contact your assigned Human Resources Business Partner (HRBP) for assistance in working through your specific coaching needs if desired.

STEPS TO COMPLETE A SUCCESSFUL PIP

PERFORMANCE CONCERNS:

Describe the area(s) of concern – provide specific examples of the behaviors or actions contributing to the problem.

Example: You have been unable to meet your recent deadlines for assigned projects (July 5 – Washington Project, July 18 – Gere Project, and July 30 – Franklin Project), and have had three (3) extensions provided to you to complete each of your signed projects.

Example: Over the course of the last three months you have been unable to successfully resolve repeated conflicts with your teammates. You and I have discussed these concerns; specifically, about your approach with your teammates and the way you speak to them when providing direction. The specific areas include how your teammates feel you present yourself in a manner that is disrespectful, unprofessional, aggressive, and/or hostile. Examples of these concerns are ….. (provide specific examples).

Ask for the teammate’s help in solving the problem. It is essential for the teammate to take ownership and/or responsibility for the issue(s).

Even though the concerns/issues need to be addressed, you want to find a positive way to move forward – what would help the teammate to be successful: training, mentoring, weekly discussions to review situations or discussions with your assigned HRBP?

Discuss the causes of the concern(s). The manager should have some ideas documented to discuss with the teammate. Seeking the teammate’s ideas as to what they believe the cause of the concerns may be and their input into how they may best improve/correct those identified concerns will assist in having the

teammate taking responsibility for their successful completion of the PIP. Provide time for the teammate to think about causes and come up with some ideas of their own.

It can be beneficial if when you meet with your teammate, you have the topics/areas you wish to address with you, but then write the PIP as you and your Teammate discuss each area/issue. Draft out the PIP and then produce a final draft after your PIP meeting with your teammate. A final review before signing ensures that each of you agrees on the path to success that you decided upon in your development of the PIP.

DESIRED OUTCOME:

Identify and write down possible solutions. Ask the teammate what suggestions they have on how to solve the concern(s). In some cases, it may be appropriate to have the teammate take 24 hours to think about the situation and come back to a second meeting ready to discuss solutions.

This again allows for an interactive, not punitive, approach. The PIP is a tool for both the manager and the teammate to find successful ways to bring about a positive outcome for all involved.

The PIP should include the area(s) of concerns/issues, and each must include action plans for improvement to help the teammate reach the desired results.

PLAN FOR IMPROVEMENT:

Identify and document specific action(s) that the manager and the teammate will do to plan for the successful completion of the PIP. These may include actions such as assigned training and providing weekly mentoring sessions, as well as sitting with the teammate when they are involved in an activity that requires improvement to make observations and provide suggestions on how best to complete the assigned task.

Once the final PIP is completed and before signing the teammate and manager must set up specific follow-up date(s). It is advised that the manager set up calendar meetings to ensure the scheduled follow-up dates occur.

The manager needs to impress upon the teammate that implementation of the PIP is to help, support, and coach the teammate in a successful manner, however, the teammate also should understand that lack of improvement may result in moving onto formal corrective action.

Coaching for Performance Improvement Plan (PIP)

EMPLOYEE INFORMATION
NAME:	JOB TITLE:
DATE:	SUPERVISOR:
PERFORMANCE CONCERNS: 1) Describe the problem, include specific details (who, what, when, where) and cite specific instances whenever possible. 2) Identify and discuss causes of the problem.
DESIRED OUTCOME: 1) Identify and record solutions that will correct the problem. 2) Describe in detail the desired results or what good performance looks like.
PLAN FOR IMPROVEMENT: Outline what steps the teammate and the manager will take to support the successful completion of the PIP. Examples might be: the manager will assign training and the teammate will complete the assigned training; or the manager will provide mentoring by making observations and feedback related to specific tasks, assignments, or jobs.
It is NDOT’s guidance to all managers that they work closely with their teammates to quickly identify and address any area(s) of concern. By working in cooperation each teammate and manager can find paths to improve or correct identified area(s) in a timely manner. NDOT believes that it is a collaborative effort between teammates and management to help all staff to be successful in their positions. By working as a team, with a common goal of success for all, NDOT can continue to be a positive, creative, and fun place to work. You are a valued member of the NDOT team, and this opportunity will enhance your development and opportunity for greater success with NDOT.
EMPLOYEE SIGNATURE:	DATE:
SUPERVISOR SIGNATURE:	DATE:
We will meet three (3) times over the next ____ (60, 90, 120 days) to discuss your PIP and the progress being made as well as implementing any further action steps to increase your successful completion of this PIP.
PROGRESS MEETING NOTES: 1st Meeting Specifically describe: 1) What is going well and has been improved? 2) Items that need further focus and improvement. Date:
PROGRESS MEETING NOTES: 2nd Meeting Specifically describe: 1) What is going well and has been improved? 2) Items that need further focus and improvement. Date:
PROGRESS MEETING NOTES: 3rd Meeting Specifically describe: 1) What is going well and has been improved? 2) Items that need further focus and improvement. Date:
FINAL REVIEW – Document how the teammate successfully completes their PIP or indicate if other action is required.