Performance Improvement Plan

[Watchingpretzels]

Today I was told I'm being put on a performance improvement plan in relation to my behaviour at work.

There are 3 concerns listed which are my 'low mood', not telling my colleagues about my meetings and not communicating annual leave.

This came as a complete shock and to be honest, I'm struggling to understand what they're trying to convey to me for the following reasons.

1. They've put a concern around my mood as when running through the temperature checks in our weekly team meeting, I've been honest and expressed there are a few battles I'm facing at the moment with some of the programmes I'm looking after. Apparently, this has brought the team mood down.

1. A staff member has complained that I'm not sharing details of meetings I have booked in. I went through every single invite this afternoon and there was just 1 instance of this over the past 6 weeks where her presence wasn't required anyway.

1. I spoke to my line manager about booking carry over leave before I lose it, asking if it would be OK if I took one day per week rather than in a week block. I was told to check with my senior of which I didn't get chance. She heard from my direct manager of my intent so I shared the proposed annual leave dates as requested but she complained I hadn't raised this with her (even though she doesn't approve my holiday.)

I feel absolutely gutted tonight. Super tearful and struggling with the above as I still don't know what I've done so wrong to be placed on a PIP.

Appreciate anyones view on this. Thank you.

Chin up OP, a PIP is quite a good thing to be put on because it isn’t a formal disciplinary procedure, but rather a process which has to be communicated very clearly to you with objectives put in place to achieve.

So in all those examples, your boss / company have to give you the opportunity to improve within a certain time scale and they have to give you an objective to achieve. In the example of the team meeting one - you might need to document how you’ll communicate those meetings to attendees week by week then show that you’ve done it; plus maybe do a unit of training on organisation.

Tbh it’s very easy to pass these as the objectives should be realistic and possible to achieve, and the examples you’ve listed are very basic.

Id take issue with the mood one - are you a constant source of negativity rather than this being a one off thing?

You’ll need to show you can achieve whatever they’ve set and then be careful you’re taking steps not to fall back again. If you fail these you could be then taken on to next level of disciplinary.

ive done PIPs with people before that have ended in them losing their jobs but it’s been a very long process and lots of opportunities to improve for them. If you’re half decent you’ll be fine.

lots of luck.

In my experience the majority of the time if they are using a PIP they are trying to manage someone out. I'm really sorry.

I have occasionally seen them used to address a problem and for someone to come through and do well at the company so all hope is not lost. They can be genuine. But the reasons in this case do sound a little reaching, do you think they might be trying to get rid?

If you think so I'd act defensively. Work on the issues brought up as much as you can, document everything, build your case- e.g. openly and obviously share details of everything booked with your colleagues. Also, brush up your CV and start looking elsewhere just in case.

Hi OP - have you been there for a long time? And what ‘kind’ of job is it (private/public sector?)

This does sound horrible: I’ve been there, it was a v v negative experience for me & I eventually lost my job (through redundancy), which knocked my confidence a lot, though I recovered in time

Try to address these things but also do look for something else: these points seem
v ‘ behaviour’ vs performance focused so it seems like maybe you are being told your face doesn’t fit?

Try to plaster a smile on at work so you can’t be criticised, and for the sake of your mental health move on to another job as quickly as you can

I've worked there for 4 years. I worked in project management for a private company.

I don't feel I'm openly negative. I like to laugh and joke with my colleagues and consider them friends but when I'm asked how work is going in our meeting, I've always been honest and this seems to be what they've taken issue with. Specifically, it's been a period of 3 weeks I've raised concerns about the direction the programmes I'm supporting are going.

It feels like a very big slap in the face. I instantly feel uncomfortable, as if I can't be honest anymore or be myself. It feels as if they've gone from A - Z with no conversations having been had before this to let me know they're not happy.

Hi OP - I actually suggest you seek legal advice. If you PM me I’m happy to tell you more

Are you in a union? If so, speak to them.

With regards to the PIP, each section has to be SMART and therefore, if you want to stay, it is acheivable.

The low mood one is ridiculous; from now on your response to how are you, how are you feeling etc is 'fine' with a smile. Say no more.

Meetings - make sure everyone is notified of all meetings even if their presence is not needed. Do this in writing.

Annual leave - communicate with your LM and whoever you were told to discuss it with in writing.

You can do this but tackle it as a process you just have to get through - like a tick box exercise.

Hi,

I work as a Human Resources advisor. I wanted to give you my opinion as per my professional training and practice.

1. to place someone on a PIP for a reason of 'low mood' is absolutely poor management and quite frankly shocking to me working in HR. If it is clear someone is expressing a 'low mood' and enough to be 'affecting the team mood' this should be addressed sensitively through conversation as there may be background reasons/issues potentially outside of work to cause this. (Not assuming this is the case for you OP, however to address this with a PIP is shocking to me).

2. to me points two and three are almost so strange again to be addressed with a PIP. They are so small and almost isolated 'admin type' events.

A performance improvement plan is supposed to be a long term plan to improve performance based on work output, quality, effort etc etc. it's meant to be set up using SMART goals and reviewed regularly (every one or two weeks) over a period of usually 6-12 months (depending on what is being reviewed). Have review meetings been set up with you OP?

Also, with these 'issues' if they have jumped straight to a PIP rather than an actual conversation this is again baffling to me.

Is this your manager or HR who have issued the PIP? And have there been any informal conversations to address these 'issues' before hand?

As others have said, it's good as it's not a formal disciplinary procedure, however a lot of organisations (and poorly trained HR depts) go along with using a PIP as a way to manage people out. Which is wrong. Someone should be put on a PIP for genuine performance related issues and only if it is believed the person can once again reach the correct level of performance.

I would be trying to have an honest conversation with whoever has placed you on the PIP and express you don't believe you should be on one for these reasons.

So many times issues within organisations and between managers and employees can be solved with communication and it's a huge pet peeve of us in HR that this often doesn't happen!!

I have to put weekly check ins in the diary. It was given to be by my line manager, no input from HR that I'm aware of. Out of the 3 issues on the PIP, my manager advised that 1 was written by her (regarding booking A/L) and the other 2 were written by her manager.

So a PIP really should be issued with the input of HR. I would go a see HR to see if they are aware of the PIP and maybe speak to them about your concerns over it. If your manager has just gone and issued the PIP without HR input that's bad and I'm sure HR won't be happy about it. Equally, if HR are aware the initial meeting to 'kick off' the PIP should include employee, manager and HR. Then check ins between manager and employee then final meeting includes HR again.

A PIP process would normally be organised/overseen by HR. I agree with @Sagittarius25 - this is a couple of minor admin issues and the mood issues would normally be referred for a confidential discussion to exclude any stress/other concerns. The whole process seems odd - is it a small company?

Is it normal to require everyone to be positive about their projects even if there are massive problems? The last thing I want from PMs is lots of upbeat rosy reports - I want to know the blockers, problems and issues which might delay progress.

@Watchingpretzels : agree with the points that @Sagittarius25 has raised, and HR should be consulted

This PIP looks v arbitrary/unfair. You should be challenging the fairness of this PiP (with support of a union and/or solicitor) and anticipate that this is going to end up in:

• a dismissal /you resigning ahead of being dismissed (which you should then take to a tribunal)
• You pushing for a settlement agreement
• You raising grievances re unfair PIP/bullying etc

You really need to seek professional advice and challenge this (don’t underestimate the stress), unless you are prepared to just walk away /can easily jump to a new job (which is the easiest option if you can do it I think)

The fact that it’s behaviour indicates to me that this is personally motivated: really feel for you OP

Agree with @BeanStew22 completely

Also if you were dismissed you would be able to put in a claim for unfair dismissal as you've been employed for more than 2 years. Similarly as said, if you resign before being dismissed there is potential opportunity to claim constructive dismissal.

But as said, you should seek out HR to see if they are aware of PIP or union if you have it. Or you can call ACAS for free advice regarding employment.

Nothing in the issues you have listed justifies putting a performance plan in place.

Also a performance plan should not be used as the first step to deal with minor problems.

If they had genuine concerns they should have first been discussed with you in your regular one to one meetings with your line manager to give you a chance to tell your side of the story, become aware of the problems and to take action to improve. Then they should be looking at a PIP only if no improvement is made after that.

It sounds like they are just trying to get rid of you or you have an inexperienced manager who is not sure how to deal with what is happening.

I would speak to your union if there is one and also seek advice from ACAS.

If I were you I would email your manager, and copy HR into your email, to express your surprise as to why this came out of the blue and no issues have been raised before during your normal supervision meetings. Ask for the rational around the process so you have everything in writing.

If you have been there for 4 years and all your formal appraisals have been positive then there is a massive question mark as to why they suddenly decided to do this.

You might end up having to say that you are not agreeing that the plan is needed and that you are taking part in the process under protest. Acas should be able to tell you what language to use if you end up signing the PiP as you will need to add something in the line of ''this signature is only to acknowledge that the PIP has been received by me and I would like to state that i do not agree on the content''.

If they really insist on continuing with the PIP process you might have a case for unfair dismissal and in the end they might agree to a settlement rather than risk a legal case.

Thanks all. It's made me feel so uncomfortable, my chest is tight. I feel on edge and I can't believe I'm in this situation. Thinking about it, it feels so unfair to have shown me this on Friday afternoon. I've never had to deal with anything like this before, I have so many questions and what ifs in my head and there's nobody to ask at my workplace. Unbelievable.

I know it’s easier said than done, but I would start looking at other jobs if I was in your position. Not because of the potential outcome
of a PIP, but because of the actual points they have raised. Going forward, how are you supposed to raise any concerns/issues in your job? Presumably the points you have raised are part of your job/affect your workload etc so how are you supposed to work effectively, if there are obstacles which you are essentially not allowed to discuss? Or are they expecting you do just smile, nod and brush things under the carpet?

If outlining issues with projects was a genuine performance related issue, everyone would be on a PIP and nothing would ever get resolved!

The other two reasons are bizarre to me to be honest - in any normal company, a reminder to make your meetings public on your calendar/add to an agenda or whatever, and to let your line manager’s manager know about intended leave going forward, would do. Especially if it’s a one off, which it sounds like it is? I don’t see how they warrant a PIP at all (unless there is a history of not updating people for example, and these two are just the most recent/significant examples).

It doesn’t sound like a great culture to work in to be honest.

I was put on PIP to bully me out. Arse holes.

Mine was unfair and left me blind sided. I left. I've been happier since. I'm so sorry, your boss sounds unfair.

They've nailed their colours to the mast. Take heed. And run. Likely. You are doing more right than wrong!

No wonder you are upset. I think it was shitty of them to give it to you on Friday afternoon.

They want you to leave. Focus on maximising a deal to go. They won’t change their minds - get a great deal to just go.

If they've actually said 'low mood' making other people unhappy, they may have gifted you a discrimination case.

Usually by the time a manager gets to the PIP conversation it's because the employee isn't improving with informal encouragement and then it's mostly seen as a way to manage out an underperforming employee.

But it doesn't sound like you've had any prior discussions so it may be that your manager is hoping this will improve your performance.

You raising issues on the project, does that impact them? Their reputation etc? Could that be their real point? Low mood is such a bizarre, and hard to nail, reason for someone to be on a PIP

You need to speak with HR and then put it in writing to them.

With 1. It depends - what exactly did you say in the meetings and was it professionally conveyed? Was it the right forum to raise concerns, should it have been addressed in private? Get clarity on what exactly the boundaries are.

With 2. It seems extreme that your colleague placed a complaint against you over this, is there a backstory?

with 3. This is the only one that could be seen as ignoring a reasonable management request, would have taken you seconds to send an email to cover your back. But I don’t think it’s worth of disciplinary action, informal or not

to be honest it does seem a number of people at work (complainer, manager, senior) have an issue with you. Probably easiest to find another job regardless of the outcome of this pip

Every week, they do a 'temperature check.' You have to fill in a table with a thumbs up, thumbs sideways or thumbs down. For the past 3 weeks, I've put a side ways thumb and explained why.

No backstory, she's only been with the company for 6 weeks.

I don't think I can realistically stay there when they've made me feel as I do.

In my company we use a programme that does a "temperature check" and if I had a team member consistently raising issues I would be expected to offer more support and rectify the issue as a manager.

All managers are measured on their teams temperature and low temperatures are seen as a management failure rather than an individual staff failure (ridiculous comments excluded).

So in regards to 1, they are basically asking you to quit complaining and say you're having no issues when you are. I'd say this is a manager problem.

I would ask HR for some advice because I think jumping straight to PIP before informal discussion isn't really fair. I know PIP is seen as the more "informal" route but still. It's more formal than having a chat.

I always say that if something comes as a surprise to one of my team during appraisal or other performance discussions then I've not done my job properly, issues should be discussed as they arise to give people the opportunity to correct or justify.

I've been a manager for a long time and I've never had to resort to PIP.

Before you go to HR, I would maybe ask for a meeting with your manager and just ask questions such as:

• how can I improve on my temperature performance when I'm not receiving support with the project
• why is a PIP the first time I'm being informed of any performance issues
• what measurable objectives am I being given exactly

If you don't get any clarity from this meeting, I would then ask your manager to set up a call with HR involvement for further discussion.