CSI Performance Management System


You have learned about setting performance expectations and the importance of keeping performance on target through feedback and coaching. Even with the best efforts, sometimes performance goes into a downward spiral. When clear performance expectations, feedback and coaching no longer work in getting the desired performance, it is time to look at realigning performance.

The process of realigning performance can be difficult. It is often "put off" or avoided for many reasons, including:

RealigningWhen entering into this area of performance management, it is a good practice to gather and review all of your information about the employee; e.g., performance expectations, feedback. Then make an appointment to discuss the situation with your director or the director of CSI Human Resources.

Realigning performance builds on skills gained in the preceding sections. The skills you will learn revolve around "disciplining" without punishment, dealing with performance problems, documenting performance, performance improvement plans, or progressive discipline. Your goal as a supervisor is to help employees succeed.

Discipline Without Punishment

Supervisors are responsible to provide positive recognition, coaching, and feedback for employees who perform well and meet the organization’s expectations. They are also responsible to administer consequences for those who choose not to fulfill their job responsibilities. Before supervisors can hold employees responsible for doing a good job, they must hold themselves responsible for creating conditions that allow their employees to be successful.

Disciplinary problems usually can be divided into one of two categories:

Dealing with Unacceptable Attendance

checkmarkUnacceptable performance due to short notice non-FMLA (Family Medical Leave Act) absenteeism and tardiness costs the College money and can create additional problems in productivity and teamwork. Supervisors must, however, be careful of protected absences such as FMLA. Please work with the CSI Human Resources Director.

Discipline progressively and always even-handedly. Inconsistent enforcement is the leading cause of employment lawsuits concerning absenteeism and tardiness. Always ask the HR Director to review your plan or request prior to taking action. This ensures compliance with policies; laws and employee rights are protected.

Handling Unacceptable Performance

Supervisors have two objectives regarding performance:

The feedback and coaching sections offer guidance in these two areas. Supervisors need to confront and correct performance deficiencies to achieve organization objectives and because they owe it to the great majority of good employees who are forced to shoulder the burden created by non-contributing colleagues. If supervisors ignore the poor performers, the majority of good employees may become resentful and may become poor or unmotivated performers.

The fundamental purpose of confronting and correcting performance deficiencies is to build individual responsibility and re-inspire commitment; it is not to punish. Every disciplinary transaction should be a coaching session.

The critical step in correcting an employee performance problem is to define clearly the gap that exists between desired performance results (including behavior and conduct) and actual performance. The responsibility for defining and communicating this gap rests with the supervisor.

The responsibility for closing the gap rests with the employee. The primary objective of a performance improvement/disciplinary conversation is to gain the employee’s agreement to change their behavior, close the gap, and return to fully acceptable performance. Written performance expectations can assist in defining the desired behavior.

Documenting Performance Problems

http://hrs.boisestate.edu/pfm/images/documenting.jpgSupervisors can keep an employee "incident" form, journal or calendar to help take quick notes regarding employees' performance. Incident notes should document both positive and negative actions.

A College form called an Employee Conference Report is available to document incidents (as well as commendations, employee complaints and warnings). Documentation should focus on the performance or behavior specifics of the employee and not the employee's character traits. It should be objective, accurate, factual, fair, and consistent. It should be specific about the employee's performance and the supervisor's actions regarding the performance.

The goal as a supervisor is to help the employee succeed. There is a four step system that can help guide supervisors in documentation. It is called F.O.S.A. and it is based on a model presented in the film Documenting Discipline (America Media Incorporated). It involves the following "FOSA" steps:

1. Facts - Facts include who, what, where, and when. They should be specific about the performance and focus on the performance of the employee.

2. Objectives- Setting Performance Objectives tells the employee what is expected of them. They are positive and specific about what the supervisor expects them to do.

3. Solutions - Solutions should help the employee meet the objective. They can include suggestions such as new processes or additional steps, taking classes for skill building, or a mentor to help guide the employee.

4. Actions - Actions describe what will happen if the objectives are not met. They can range from coaching, counseling or written warnings to leave without pay, involuntary demotion, salary deduction, or dismissal.

Documenting discipline is, hopefully, not a paper trail for termination. It should be viewed as a tool to help employees improve their performance. However, careful and thorough documentation is important if realignment efforts are not successful and disciplinary action up to and including termination action becomes necessary.

Employee Assistance Program (EAP)

Supervisors may encourage, but not require, employees to seek help for behavioral problems through the Employee Assistance Program (EAP). Offered in conjunction with our medical insurance plan, the EAP is specifically intended to help employees deal with personal problems that adversely impact their work performance, health, and well-being. The program includes assessment, short-term counseling and referral services for our employees and their household members.

Find current provider information for the CSI Employee Assistance Program online. You may also appreciate this helpful article on performance management from Business Psychology Associates (BPA).


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