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This storyboard is organized by the four steps of the performance improvement process: identify, initiate, deploy, and follow up/decide. These will appear on the left-hand side of the slides as a roadmap.

The focus is on how HR can design the process for managing poor performance remotely and support managers through it while emergency WFH measures are in place. Key responsibilities, email templates, and relevant resources are included at the end.

Adapt the process as necessary for your organization.

The manager guide contains detailed advice for managers on navigating the process and focuses on the content of remote performance discussions.

It consists of the following sections:

• Identifying poor performance.
• Conducting performance improvement discussions.
• Uncovering and addressing root causes of poor performance.

The manager infographic illustrates the high-level steps of the performance improvement process for managers in a visually appealing and easily digestible manner.

This can be used to easily outline the process, providing managers with a resource to quickly reference as they navigate the process with their direct reports.

• Do managers approach HR for an employee transfer or PIP without having prior performance conversations with the employee?
• Do managers come to HR when they need support in developing an employee in order to meet expectations?
• Do managers proactively reach out to HR to discuss appropriate L&D for staff who are struggling?
• Do some departments engage with the process while others do not?

• Do managers use performance data or concrete examples?
• Is it based on a subjective assessment by the manager?

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Managers must clearly document and communicate instances where employees aren’t meeting role expectations or are showing other key signs that they are not performing at the level expected of them.

• PM data/performance-related assessments
• Continual absences
• Decreased quality or quantity of output
• Frequent excuses (e.g. repeated internet outages)
• Lack of effort or follow-through
• Missed deadlines
• Poor communication or lack of responsiveness
• Failure to improve

• Performance fluctuates frequently or significantly.
• Performance has dropped for an extended period of time.
• Expectations are consistently not being met.

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Coach managers to recognize behaviors associated with the following performance inhibitors:

Personal factors, usually outside the workplace, can affect an employee’s performance.

Employees must be clear on performance expectations before they can be labeled as a poor performer.

Lack of motivation to complete work can impact the quality of output and/or amount of work an employee is completing.

Resourcing, technology, organizational change, or lack of skills to do the job can all result in the inability of an employee to perform at their best.

Problematic people skills, externally with clients or internally with colleagues, can affect an employee’s performance or the team’s engagement.

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• Continue to probe for root causes.
• Reinforce role expectations and performance targets.
• Follow up on any improvements.
• Address the performance issue and share relevant resources (e.g. HR or employee assistance program [EAP]).

• Use video whenever possible to read physical cues and body language.
• Bookend the conversation. Starting each meeting by setting the context for the discussion and finishing with the employee reiterating the key takeaways back will ensure there are no misunderstandings.
• Document the conversation and share with HR. This provides evidence of the conversations and helps hold managers accountable.

For more information on the content of these conversations or for material to leverage for training purposes, see Manage Poor Performance While Working From Home: Manager Guide.

McLean & Company Insight

Managers are there to be coaches, not therapists. Uncovering the root cause of poor performance will allow managers to pinpoint supports needed, either within their expertise (e.g. coaching, training, providing flexible hours) or by directing the employee to proper external resources such as an EAP.

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• Suggest any other available support and resources they have not yet recommended (e.g. EAP).
• Explore options for co-creation of a development plan to increase employee buy-in. If the manager has been diligent about clarifying role expectations, invite the employee to put together their own action plan for meeting performance goals. This can then be reviewed and finalized with the manager.
• Have the manager use a formal PIP for development and to get the employee back on track. Review the development plan or PIP with the manager before they share it with the employee to ensure it is clear and has time bound, realistic goals for improvement.

When does the issue warrant progressive discipline? If the action needs to stop immediately, (e.g. threatening or inappropriate behavior) and/or as outlined in the collective agreement.

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1. Written PIP

• HR reviews and signs off on PIP
• Manager holds meeting to provide employee with PIP
• Employee reviews the PIP
• Manager and employee provide e-signatures
• Signed PIP is given to HR

2. Possible Extension

3. Final Notice

• Manager provides employee with final notice if there has been no improvement in agreed time frame
• Copy of signed final notice letter given to HR

Who is involved?

The manager runs the meeting with the employee. HR should act as a support by:

• Ensuring the PIP is clear, aligned with the performance issue, and focused on development, prior to the meeting.
• Pointing to resources and making themselves available prior to, during, and after the meeting.
  • When should HR be involved? HR should be present in the meeting if the manager has requested it or if the employee has approached HR beforehand with concerns about the manager. Keep in mind that if the employee sees HR has been unexpectedly invited to the video call, it could add extra stress for them.
• Reviewing documentation and ensuring expectations and the action plan are reasonable and realistic.

Determine the length of the PIP

• The length of the initial PIP will often depend on the complexity of the employee’s role and how long it will reasonably take to see improvements. The minimum (before a potential extension) should be 30-60 days.
• Ensure the action plan takes sustainment into account. Employees must be able to demonstrate improvement and sustain improved performance in order to successfully complete a PIP.

Timing of delivery

Help the manager determine when the PIP meeting will occur (what day, time of day). Take into account the schedule of the employee they will be meeting with (e.g. avoid scheduling right before an important client call).

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Follow up: If the process escalated to step 3 and is successful.

What does success look like? Performance improvement must be sustained after the PIP is completed. It’s not enough to simply meet performance improvement goals and expectations; the employee must continue to perform.

Have the manager schedule a final PIP review with the employee. Use video, as this enables the employee and manager to read body language and minimize miscommunication/misinterpretation.

• If performance expectations have been met, instruct managers to document this in the PIP, inform the employee they are off the PIP, and provide it to HR.

The manager should also continue check-ins with the employee to ensure sustainment and as part of continued performance management.

• Set a specific timeline, e.g. every two weeks or every month. Choose a cadence that works best for the manager and employee.

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Decide: Determine action steps if the process is unsuccessful.

If at the end of step 3 performance has not sufficiently improved, the organization (HR and the manager) should either determine if the employee could/should be temporarily redeployed while the emergency WFH is still in place, if a permanent transfer to a role that is a better fit is an option, or if the employee should be let go.

See the Complete Manual for COVID-19 Layoffs blueprint for information on layoffs in remote environments.