EMPLOYEE PERFORMANCE IMPROVEMENT PLAN
NAME: Kinjal Khodabhai Prajapati JOB TITLE: Staff Nurse DEPARTMENT: :- Critical Care Unit
LEADERSHIP
IMPROVEMENT AND/OR ACTION TO
BEHAVIOURAL RESULTS EMPLOYEE ACTION TO CORRECT COMPLETION
IDENTIFIED (SMART GOALS) DESIRED RESULTS CORRECT NEED NEED DATE
1. Quality of Care 1.
Inconsistent adherence to
clinical protocols
Not follow proper hygiene
and sanitation
2. Communication Skills 2.
Difficulty in effectively
communicating with team
members or patients
Sometimes very rude
and errogant
Not giving effective
handover of the shift
charge to the next shift
nurse
3. Timeliness
Punctuality is not there, coming late going
early many times.
Take too much leves
FOLLOW UP DATE:
EMPLOYEE SIGNATURE:
LEADER SIGNATURE:
A formal Performance Improvement Plan should be implemented when the feedback and coaching have
not achieved the expected result in the performance, behavior and/or development of the employee.
Instructions:
1. Prepare: Identify the employee and summarize the issues and review the PowerPoint presentation:
“Formal PIP Package Info”.
2. Develop the PIP: The leader along with their HR representative develops the Performance
Improvement Plan and Performance Management Letter.
3. Get the facts: Be clear and concise in your written communication with the employee; therefore,
you must have the facts to substantiate what you believe the under performance, and/or
inappropriate behaviour is, that has not been corrected through your feedback and coaching of
the employee to-date.
4. Deliver the PIP: Meet with the employee and ask for input in order to encourage which additional
actions they believe will assist them to improve. These actions will be included in the
improvement plan as the purpose of the actions are to help the employee attain the desired level
of performance and/or behaviour identified.
5. Follow-up: This is a Critical Step. Failing this step demonstrates to the employee that they are not
important (it was no big deal to management), no news is good news (Improvements are
completed), that you are not leading by example (do what you say you will do), and that you’ve
made the decision to let employee fail. Additionally, From a legal perspective there are no minimal
grounds to move forward in the discipline or termination process when the performance or
behaviours are not corrected; because you, as the leader, did not follow the process by taking
measures to assist the employee in being successful with the performance improvement plan.
