Work performance improvement plan?

Employee performance improvement plan refers to a systematic plan to improve work ability and performance according to the aspects that employees need to devel

Employee performance improvement plan refers to a systematic plan to improve work ability and performance according to the aspects that employees need to develop and improve. This is the article I will introduce to you. Welcome to reading.

Article 1

Performance improvement plans usually follow the following procedures:

1. Find the performance gap.

The emergence of performance gap is that the performance level of employees can't meet the requirements of enterprises, and its deep-seated reason is that there are some factors that make employees unable to complete performance as required.

Finding the performance gap can be determined according to the job requirements and the actual work results of employees. For example, an employee's job requirement is to submit a report on the 6th of each month, but the actual performance is that the report can only be submitted on the 8th of each month at the earliest. The performance gap is that the report cannot be completed on time, and the delay time is more than 2 days.

Analyze the reasons

Employees' performance can't meet the requirements, so we should find the reasons from three aspects: employees, supervisors and environment. Employee's perspective: there may be objective factors such as the inability to meet the job requirements, the lack of communication skills of employees, the physical condition of employees, and subjective factors such as the unwillingness of employees to finish on time; Supervisor's opinion: there may be factors such as untimely supervision, failure to find problems in time and help employees correct them. Environmental perspective: There may be some reasons, such as the data cannot be provided on time, the report summary period is too short, and the verification period is long due to the poor accuracy of data provision.

The reasons that may cause the employee performance gap generally include:

Employee: I don't know how to do it; Don't know how to do it well; I don't know what is the most important; Do not know what to do; Don't want to do it; There are other things to do; It's no use doing it.

Supervisor: I don't know what's the use of doing it; Don't know how to help employees; Have you ever helped employees? Whether the employee's performance has not been affirmed; Whether employees are not reminded of their faults, etc.

3. Decide whether to improve.

Not all performance gaps should be included in the employee performance improvement plan. Generally speaking, the work that can achieve performance improvement through employees' efforts will be included in the performance improvement plan, that is, the work that can be improved by changing employees' working methods will also be included in the performance improvement plan because of employees' factors or although they are not caused by employees.

Find out possible ways.

The methods of performance improvement should be completed by supervisors and employees, and some possible methods can be put forward through brainstorming or process reengineering.

5. Make an improvement plan

First of all, we must determine the improvement goal. The selection of goals should be completed by supervisors and employees, with employees as the center, and supervisors should put forward clear requirements; Secondly, the possible methods are screened and the methods recognized by both parties are selected. Once the method is determined, the supervisor should ensure that sufficient resources are provided for employees. Third, the improvement plan should be broken down into several steps, and the time and work effect requirements of each step should be clearly defined; Finally, form a written performance improvement plan.

6. Implementation, inspection and new plan of performance improvement

Once the performance improvement plan is made, supervisors and employees should ensure its implementation. Employees should complete all work as planned and keep records. The supervisor should give appropriate support to employees, regularly check the implementation of the plan, and adjust the plan with employees in time when problems are found.

Two, formulate and implement the performance improvement plan should pay attention to the following points:

1. The performance improvement plan should be targeted and not deviate from the theme.

2. The performance improvement plan should focus on key links, and it is impossible to cover everything.

3. The performance improvement plan should indicate the specific time.

4. Performance improvement plan standards should be quantified and concrete as much as possible.

5. The performance improvement plan needs the approval of both parties. It is a communication process, not a work arrangement.

6. Performance improvement plan is not employee welfare. If the plan fails, both employees and supervisors will face the problem of post adjustment.

7. The performance improvement plan is the daily work of the supervisor and should be paid enough attention.

the second

First, the basic principles of making a performance improvement plan

Before making a performance improvement plan, supervisors and employees should understand some problems and master five basic principles:

1. Equality principle: When making performance improvement plans, supervisors and employees have a relatively equal relationship, and they plan for the improvement of employees' performance and the success of business units.

2. Initiative principle: We have reason to believe that employees are the people who really know what they are doing, so when making performance improvement plans, we should give more play to employees' initiative and listen to their opinions.

3. Guiding principle: The areas that the supervisor affects employees are mainly based on the objectives of the organization and business units and the personal reality of employees, giving targeted suggestions to improve employee performance, implementing counseling, and providing necessary resources and support.

4. "SMART" principle: The performance improvement plan is the standard to guide the implementation of performance improvement, so it must be operable, and its formulation principle should also conform to the "Smart" principle, that is, it should be specific, measurable, achievable, realistic and time-limited.

5. Developmental principle: The goal of the performance improvement plan is to focus on the future, so we should have a long-term and strategic vision when formulating and implementing the plan, and closely combine the personal development of employees with the development of enterprises.

Second, the preparation of performance improvement plan

Choose the right time.

It is very important to choose when to make a performance improvement plan, and inappropriate time will affect the effect of making a plan. Choose a time when supervisors and employees are free and can devote themselves to making plans. Don't be interrupted by other things during this time.

For example, the supervisor is about to attend a meeting called by the general manager, or employees are about to meet customers. Under such circumstances, it is often absent-minded and hasty to make a performance improvement plan, and it is impossible to have a detailed discussion. At the same time, be careful not to arrange it too tightly. When some supervisors urge the performance improvement plan, they always spend half a day doing this work with more than a dozen employees in the human resources department, so the effect of the performance improvement plan cannot be guaranteed.

Choose the right place

Usually, the supervisor's office is the most commonly used place to make performance improvement plans. The office gives people a serious and formal feeling, which is of course good. However, there are some limitations in choosing an office as a place to make a performance improvement plan. First of all, the office often encounters all kinds of interruptions, such as telephone calls, visiting guests and so on; Secondly, the situation in the office will give people a clear sense of superiors and subordinates, which will easily cause grade pressure on employees. So you can consider working with employees in places like cafes, because in such an environment, employees will feel more relaxed, away from computers, telephones and piles of documents, and it is easier for supervisors and employees to fully express their true feelings when they sit together for a cup of tea or coffee.

Prepare relevant information

Before making a performance improvement plan, supervisors and employees should prepare all kinds of materials needed for making a performance improvement plan. The information that the supervisor needs to prepare includes: job description, performance plan, performance evaluation form, employee's daily performance record, etc. Before working out a performance improvement plan with employees, the supervisor must be familiar with all kinds of relevant information and be able to find relevant content at any time when necessary. Employees need to prepare personal development plans. The supervisor not only wants to hear the employee's statement and summary of personal past performance, but also wants to know the employee's plan for further improvement and improvement in view of the shortcomings in performance appraisal. Being able to put forward development goals and plans by yourself, instead of waiting for the supervisor to make development plans for himself, is something that the supervisor can appreciate and employees should encourage.

4. The psychological preparation of the supervisor

Before making a performance improvement plan, the supervisor should not only prepare the time, place and materials, but also prepare the employees who make the plan. This kind of preparation is a kind of psychological preparation, that is, when making a plan, we should fully estimate the emotions and behaviors that employees may show.

The premise for the supervisor and employees to make plans together is that both parties reach an agreement on the results of performance evaluation. To do this well, we must fully consider the personality characteristics of employees, the influence of the evaluation results on them, and the possible attitude of employees to this performance evaluation. In practice, employees and supervisors often disagree on the evaluation results. In this case, the supervisor should consider how to explain and treat it in advance.

Third, the process of making performance improvement plan

1. Review the results of performance evaluation

Everyone needs the approval of others. When a person makes achievements, he hopes to be recognized by others. Therefore, we must first affirm the achievements and advantages of employees' performance during the performance period, so as to play a positive incentive role for employees. However, employees want to hear more than affirmation and praise. They also need someone to point out the areas that need improvement. Therefore, we can point out some shortcomings in employee performance, or the current performance of employees is acceptable but still needs to be improved. Supervisors and employees can communicate the contents of the performance evaluation form item by item, and then start to formulate the performance improvement plan after the two sides basically reach an agreement on the contents of the performance evaluation.

2. Find out the project to be developed

Projects to be developed usually refer to areas where work ability, methods and habits need to be improved. It may be a project with insufficient level at present, or it may be a project with acceptable level at present, but the work needs a higher level. These projects should be improved and improved through efforts. Generally speaking, in a performance improvement plan, you should choose the most urgent improvement items, because there may be many items that a person needs to improve, but it is impossible to improve them all in just half a year or a year, so you should choose. Moreover, people's energy is limited, and only limited content can be improved and perfected.

3. Determine specific measures for development

The upgrading of the project to be developed from the current level to the expected level can take many forms. Many people think of ways to improve their performance, and they will think of sending employees to participate in training. In fact, apart from training, we can improve the performance of employees in many ways, and most of them don't need additional investment from the company. These methods include: soliciting feedback from others, job rotation, joining special task forces, and joining certain associations and organizations.

4. List the resources needed for development

"If a worker wants to do a good job, he must sharpen his tools first." To implement the performance improvement plan, he must have the necessary resources to support it. These resources include the sharing of work tasks, the guarantee of study time, the provision of training opportunities, the provision of hardware equipment and so on. In this regard, managers must make overall arrangements and provide assistance, and try their best to create a good internal and external environment for the improvement of employee performance.

5. Define the evaluation period of the project.

The improvement of working ability, methods and habits is a long-term task, and it takes a long time to get an accurate evaluation. Employees need a relaxed and stable environment and should not increase too much control. Therefore, if the evaluation period is too short, it may cause employees' rebellious psychology, which will not only distract employees' energy, affect the work progress, but also make employees tired of coping with the evaluation and make the evaluation effect counterproductive. Therefore, it is suggested that the assessment period be set to half a year to one year, and this arrangement can also be linked to the half-year or year-end summary of the enterprise.

6. Sign a formal improvement plan

When people personally participate in the decision-making process and make public statements, they often stick to their own positions and will not change easily under the influence of external forces. Therefore, in the process of making a performance improvement plan, let employees participate in the formulation of the plan and sign a very formal performance improvement contract, that is, let employees feel that they have made a strong public commitment to the content of the performance improvement plan, so that they will tend to stick to these commitments and fulfill their own performance improvement plans. If employees' plans are only verbally determined and not formally signed, it is difficult to ensure that they adhere to these promised plans.

Fourth, the development of performance improvement plans

Mr. Liu is the sales supervisor of A company. In the assessment in 2009, he successfully completed the sales performance indicators given to him by the company, but there are still some problems in his work: First, he has never been engaged in this industry before, and he is not familiar with the professional knowledge in this field, and sometimes it is inevitable that customers will be stretched when consulting related issues; Second, when communicating with customers, they are not very good at listening and don't understand the deep-seated needs of customers enough; Third, the understanding of the role of the supervisor is not clear enough, and he often does everything by himself and is not good at authorizing subordinates. Fourth, it is not very reasonable to deal with the priorities of things, and it is often a mess, and the tasks are still backlog. In view of this situation, Mr. Liu made a performance improvement plan with the help of his superiors, as shown in the table.

Verb (abbreviation of verb) The key points of implementing performance improvement plan

1. Keep continuous communication.

Through communication, employees and supervisors made a performance improvement plan and reached a performance contract, but this does not mean that the implementation process of the plan will be completely smooth, and supervisors can sit back and wait for the fruits of success. In the process of implementing the performance improvement plan, employees and supervisors must also communicate constantly. On the one hand, the plan may become unrealistic or impossible with the change of environmental factors, so it needs to be adjusted to make it more suitable for the needs of internal and external environmental changes; On the other hand, employees may encounter various and endless difficulties in planning. Employees don't want to be isolated in the process of improvement. When they are in trouble, they hope to get help from their boss. Continuous communication helps to solve problems in time.

2. Pay attention to the application of positive reinforcement

In essence, the improvement of performance is to promote some behaviors that meet expectations or increase the frequency of occurrence, or reduce or eliminate unexpected behaviors, so we can use positive reinforcement methods to improve performance. Positive reinforcement refers to giving a pleasant * * *, prompting a certain behavior to appear repeatedly. According to the principle of behavior reinforcement, people will decide whether to take a certain behavior according to the judgment of the consequences of behavior, and people can learn from the results of past behaviors. Therefore, in the process of improving performance, employees should be encouraged to make timely progress. The improvement of any behavior is a gradual process. When employees' behaviors begin to improve, they should be recognized and praised in time to encourage employees to make greater progress.

3. Take appropriate punishment measures

In the process of implementing performance improvement, if it is not because of external factors such as heavy work tasks and lack of proper resource guarantee, but because employees' personal subjective factors are not active in work improvement, the supervisor's help measures are still invalid, and the supervisor should consider taking some necessary punishment measures, such as adjusting jobs and canceling bonuses. However, punishment is only a means, not an end. In the end, it is expected to promote employees to improve their performance in this way. Therefore, we should pay attention to several problems when taking punishment measures: First, we should communicate with employees in advance before taking punishment measures, so that employees can understand why we should take punishment measures, what measures we should take and under what circumstances we will be punished; Second, the punishment measures taken should be reasonable, from light to heavy, not too severe; Third, after taking measures, we should pay attention to monitoring and evaluating the results of punishment.

Article

First, choose the principles that need to be improved.

1, review the aspects of insufficient performance. Are all the supervisor's comments true? Maybe the supervisor didn't really notice the shortcomings of employee problems; Perhaps the shortcomings that the supervisor thinks are actually the advantages of the employees.

2. Employees are willing to improve. This may motivate employees to improve their work, because employees usually don't choose what they don't want to improve at all.

3. Start to improve from the aspects that are easy to produce effects. Immediate experience always makes people feel more fulfilled, and it also helps others to continue to improve.

4. From the time, energy and money spent, choose the most suitable aspect to improve.

Second, four points of performance improvement

The purpose of performance improvement plan design is to make employees change their behavior. In order to realize this change, four points must be met:

1, yes. Employees' own desire for change.

2. Knowledge and technology. Employees must know what to do and how to do it.

3. Atmosphere. An employee must work in an environment that encourages him to improve his performance. The most important factor in creating this working atmosphere is the supervisor. Employees may be afraid to try to change for fear of failure. At this time, the supervisor is needed to assist them and help them build confidence.

4. Reward. If an employee knows that he will be rewarded after his behavior changes, it will be easier for him to change his behavior. The way of reward can be divided into two aspects: material aspects include salary increase, bonus, or other benefits; Spiritual aspects include self-satisfaction, praise, increased responsibility, more freedom and empowerment.

In addition, the society is developing dynamically, and the standards and scales of performance evaluation should be adjusted accordingly to improve, maintain and develop employees' job performance.