A reader writes:
I inherited an worker who was by no means held accountable by his earlier supervisor (for instance, he accomplished a serious internet software program overhaul 9 months previous the deadline with no penalties). Because of this, I’ve been vigilant about giving him suggestions each time he doesn’t do one thing he says he’s going to do by when he says he’s going to do it. I’ll usually see enchancment after these conversations, solely to see this behavior creep again up once more after a number of months. It’s normally one thing small — like saying he’ll ship me a preview of the publication or replace me on a challenge after which not attending to it or explaining why he didn’t. All of those little issues add as much as somebody who I can’t depend on for main long-term tasks.
So, is it time for a proper efficiency enchancment plan (PIP)? Are you presupposed to warn somebody earlier than placing them on a PIP? Is that the fitting subsequent transfer, or is there one thing else I might attempt?
I reply this query — and three others — over at Inc. at present, the place I’m revisiting letters which were buried within the archives right here from years in the past (and generally updating/increasing my solutions to them). You can read it here.
Different questions I’m answering there at present embody:
- Emergency toilet use throughout interviews
- How can I finish our birthday lunch custom?
- The small print in my provide letter aren’t what we mentioned