The 5 Best Performance Documentation Examples Online
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Performance Documentation Example 1: Deadlines
Type of Warning: Written Warning
Incident Description: On August 3, 20xx, l asked you to create five new articles about remodels for the company's website. As we discussed, these articles were to be descriptions of typical kitchen remodeling projects, with references and links to relevant company products. I informed you that these art would be the prototype for new website content that ties our products to a detailed description of particular projects, rather than simply listing products by category. I also informed you that I needed to have a final draft of these articles by September 8, so I could present them to our marketing team at a meeting on September 10.
On September 7, you came to my office and told me that you would not make the deadline. You told me that you had completed a draft of three articles but had not yet included references to company products. You also stated that you thought someone in marketing should handle this part of the assignment, as they are more familiar with the products than you are. You did not let me know that you might miss the deadline or that you were having any trouble with the articles until September 7.
As a result of your failure to meet this deadline, Cynthia Bradley, Russell Jenkins, and I all had to drop our other work to complete the three articles you drafted. These articles had to be changed substantially because were not written to best utilize the company's products. We had to add products to the articles as well. Because I was able to present only three articles at the marketing meeting, we had to postpone the rollout this new type of content. Our department's failure to meet its goal may cause other departments to believe we are unreliable. Moreover, because expected to drive higher sales, this delay will cost the company money.
Source: Employee Performance Handbook, The: Smart Strategies for Coaching Employees
Performance Documentation Example 2: Deadlines
I have already issued you a verbal warning, on March 15, 20xx, for missing a deadline. You were assigned to write a list of suggested projects store associates could discuss with customers looking for spring gardening and landscaping ideas. You missed your deadline by a week, and we were unable to present your ideas to associates at the company's quarterly meeting.
When we met to discuss this problem, you told me that you tended to wait until the last minute to complete writing projects. We agreed that you would attend a seminar on time management. We also agreed that you would outline your future writing assignments several days after receiving them, and that you would check in with me immediately if you needed help meeting a deadline.
The details of this incident and our plan for improvement are in your personnel file, as is the certificate you received for participating in a seminar title “Time Management for Busy Employees," dated March 23, 20xx.
Source: Employee Performance Handbook, The: Smart Strategies for Coaching Employees
Performance Documentation Example 3: Deadlines
Randy, you must meet your deadlines for writing assignments. When you miss your deadlines, you cause more work for me and your coworkers, and our department's reputation in the company suffers.
You have told me that you are still putting your writing assignments off until the last minute and that you are having trouble estimating how long projects will take. We have agreed that you and I will meet every Friday at 11 a.m. to discuss your writing projects. At the first meeting after l assign you a project, you will show me your outline. At subsequent meetings, you will report on your progress and show me what you have written to date. At the end of each meeting, I will tell you what I expect you to accomplish by the next meeting. I will confirm this expectation in a follow-up email to you every Friday afternoon. If you disagree with my understanding of the expectation, you have agreed to tell me immediately by the end of the day on Friday.
Source: Employee Performance Handbook, The: Smart Strategies for Coaching Employees
Performance Documentation Example 4: Quality of Work
Date: August 23, 2011
To: John Doe
From: Jane Supervisor
Subject: Performance Expectations
During the past three months, I have spoken with you regarding my concern that you have not been performing your assigned work in accordance with what is expected of an Administrative Specialist III. On June 4 and July 2, you were counseled about this unacceptable level of performance. My concern is without significant improvement your continuation as a successful employee in our department is in jeopardy. After our counseling session, I am disappointed this/here has not been any improvement.
We value you as an employee. This memo's intent is to make you fully aware of this situation and to assist you in improving your work performance. We believe with the proper tools you will be able to make the necessary changes to improve your performance, however, it is important that you realize the responsibility to improve is yours alone. Consequently, you are being placed on a Performance Improvement Plan (PIP).
You must demonstrate immediate improvement in the following areas, which are described in further detail in the attached Performance Improvement Plan:
· Time Management: You have been consistently late in meeting your assigned deadlines to complete investigative reports.
· Inappropriate Interpersonal Skills: Your interaction with co-workers is often inappropriate and disruptive. The behavior of rude interruptions, talking over someone else, talking and telling jokes during meetings is unacceptable. There are complaints of this unprofessional behavior in your interactions.
For the next six months, September 2011 to March 2012, you will be on a PIP. I will review your progress on meeting deadlines and using appropriate interpersonal skills, requiring improvement every two months. During these meetings I will share with you whether or not you have demonstrated the kind of significant and sustained improvement the PIP requires.
Your objectives are:
· Time Management: You will meet all deadlines set for the investigative reports and/or discuss extensions to your deadlines as agreed to by your supervisor for the six months.
· Interpersonal Skills: You will engage with your co-workers in a professional and productive manner. You will be expected to maintain professional relations with co-workers for the [list the duration period] without any reports or demonstrations of disruptive or inappropriate behavior in the workplace.
To assist you in reaching the performance objectives described in the PIP, you will meet with me on a bi-weekly basis to provide you coaching and feedback on your progress in the areas detailed above. You will also receive mentoring from a professional coach to further develop your interpersonal skills.
As discussed in our meeting, you will be required to attend the following training. We will continue to support you in attending these and other related training offerings you might identify:
· Effective Time Management Skills – September 13, 2011
· Effective Communication Skills – September 15, 2011
· Collaboration in the Workplace – October 30, 2011
Improvement must occur within six months and be sustained. If any portion of the improvement plan is not achieved during this time period, appropriate action may occur such as discipline up to an including termination. In addition, a decrease in performance after successfully completing the improvement plan may result in placing you back on a PIP or taking disciplinary appropriate action.
As always, I am available for you to discuss the PIP any concerns you may have. A copy of this document will be placed in your personnel file.
Your signature acknowledges that you have been given the information and understand the content listed in this document.
Source: Performance Improvement Plans: A Supervisor’s Guide to Raising Employee Performance Levels by King County Human Resources Division
Performance Documentation Example 5: Communication Skills
On October 20, I spoke to Travis, who leads the new branding team, to find out whether you were contributing at the team's meetings. He informed me that he did not remember you saying anything during the last few meetings. I also spoke to Jenya, who confirmed that you had not contributed at these meetings.
As we have discussed previously, when you don't participate in the branding meetings, the team is deprived of our department's perspective on the pros and cons of the proposed redesigns. Because we handle all of the packaging. this means that the team might choose branding that has undisclosed costs, affects our ability to make required disclosures on the product box, negatively impacts our ability to use particular vendors, and so on. You are on the team to give our department's input on the redesign proposals, because you have not provided this input, the redesign might be more expensive or difficult to implement than necessary.
When I talked to you about this problem today, you let me know that you feel shy about speaking up at the meetings. You also told me that you are nervous and uncomfortable talking to a group and that you are concerned that Travis looks down on you.
We have discussed this problem twice before on August 14 and September 30. On each occasion, I informed you that you needed to speak up at the branding team meetings. We have reviewed the type of information you should be bringing to the meeting and sharing with the team. I have also reviewed your written notes from the meetings. However, you have not spoken up at these meetings.
We have agreed that you will attend a workshop on public speaking. Our company representatives attend a training class to develop their skills as public speakers. The next class begins on November 1 and lasts for six weeks. I have enrolled you in this class. The company will pay for you to attend, and we will arrange your work around the class sessions.
We have also agreed that you and I will meet before the next three meetings to review what you plan to say. At the next meeting, the team will be discussing color options for the branding, and they must have our input on cost. You will present our department's information as if you were speaking to the team, and I'll give you feedback. We will also meet after each team meeting to review what you said and how it was received.
Source: Employee Performance Handbook, The: Smart Strategies for Coaching Employees
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