Performance Improvement Policy

Transcription

1 Performance Improvement Policy TABLE OF CONTENTS PAGE 1. Introduction 2 2. Objectives and underlying principles 2 3. Who is covered by the policy 3 4. The policy 3 5. Other reference documents 10 Page 1 of 11

2 Performance Improvement Policy 1. Introduction Booths recognise that individual performance contributes significantly to the success of the Company. Therefore we are committed to continuously improving performance by providing the framework and support that enables colleagues to understand where and how they can make a real difference. If we feel a colleague is not achieving the required level of performance, we will aim to manage the situation fairly, reasonably and sensitively. This policy sets out the process we will go through with anyone whose performance falls below the required standard. Booths expect all our colleagues to perform the accountabilities that are detailed in their job description and demonstrate the knowledge, skills and behaviours that are detailed in the person specification for their role; in addition to adhering to Company policies, legislative requirements and day to day departmental standards. 2. Objectives and underlying principles This policy is designed to provide a consistent and fair approach to deal with cases where a colleague s performance falls below the required standard. This policy should be applied where a colleague s performance is unsatisfactory due to a genuine lack of knowledge, skills or ability. This type of shortfall is considered to be a capability issue. Every reasonable step should be taken to provide support and guidance before invoking this policy. Unsatisfactory levels of performance can also result from either a wilful refusal to carry out a task, or a deliberate act of negligence. This type of behaviour is considered to be a conduct issue and as such should be managed in line with the Company disciplinary policy. The emphasis in all cases is on joint ownership between the line manager and the colleague working together to achieve the required standards of performance within a reasonable timescale. Areas requiring performance improvement will be communicated through open and honest feedback, identifying areas of development and providing support and guidance through clear objective setting. Page 2 of 11

3 3. Who is covered by the Policy All Booths colleagues (inclusive of colleagues who are on temporary or fixed term contracts) with the exception of colleagues within their probationary period. Performance concerns with colleagues that remain in their probationary period should be managed in line with the Probationary Period Policy. 4. The Policy It is an everyday responsibility of the line manager to continually monitor and review the performance of their colleagues. This will be done on an informal basis through general observation, discussions and performance reviews. It is through these discussions that performance issues can be initially identified. Where a performance issue has been identified, a meeting should be arranged and conducted by the line manager to discuss the area(s) of concern. The purpose of the meeting is as follows: Inform and explain to the colleague the shortfall in performance, giving specific examples, inviting the colleague to explain the reasons for the underperformance Explore what is preventing the colleague from achieving the required standard(s) and what support they may need (i.e. is it a training issue?) Create and agree a Performance Improvement Plan (PIP) (refer to PERF09) which details what is required and by when and if any support is needed. The line manager should gain commitment from the colleague for the PIP as it is a jointly agreed document. (The specific details of the PIP can be created outside of this meeting) Set a formal review period for the PIP which should be approximately 4 8 weeks in duration depending on the circumstances Set formal interim review meetings during the 4 8 week timeframe Explain the possible consequences of failing to achieve the required improvement in performance, i.e. that a first formal review meeting will be conducted which may result in a First Level Warning as part of the Performance Improvement Policy After the meeting, confirm the discussion in writing, in a letter of concern and issue this to the colleague with a copy of the PIP At the end of the review period, the colleague s performance against the PIP will need to be reviewed. Page 3 of 11

4 There will be 3 potential outcomes of this review meeting: 1. Confirmation that ALL of the objectives detailed within the Performance Improvement Plan have been fully achieved and therefore no further action is required. However, the colleague should be aware, that failure to maintain the required standard of performance may result in the colleague entering the Performance Improvement Policy process and policy. 2. Confirmation that SOME of the objectives detailed within the PIP have been fully achieved. Where mitigation is identified the line manager may choose to extend the timescale of the review period to fully achieve the PIP - by a maximum of 4 weeks. If, after the period of extension the colleague has made sufficient and appropriate progress: The colleague will no longer remain in the Performance Improvement Policy process. However, the colleague should be informed that failure to sustain a suitable level of performance may result in them re-entering the Performance Improvement Policy process and policy. If after the period of extension the colleague has failed to make sufficient progress: The colleague will be invited to attend a Formal Stage One review meeting. 3. Confirmation that there has been insufficient performance improvement been made. The colleague will be invited to attend a Formal Stage One review meeting. 5. Formal Process There are three formal stages to our performance improvement process: 1. Stage One 2. Stage Two 3. Stage Three Formal Stage One Review Meeting The colleague should be notified of this meeting in writing and given 48 hours notice. The line manager is responsible for conducting this meeting and will be supported by a management representative who will take notes. The colleague will also have the right Page 4 of 11

5 to have a representative present, who can be a Booths colleague or a Trade Union Representative of their choice. The purpose of the Formal Stage One review meeting is for the line manager to: Review performance progress against each of the objectives in the PIP Where applicable, inform and explain to the colleague the shortfall between their performance and the required standards, giving specific examples Acknowledge areas of the PIP which have been delivered to the required standard Give the colleague the opportunity to ask questions, challenge and explain the reasons for their level of performance Identify the likely causes of under performance Identify what support the line manager can give, or measures that can be taken to improve the colleague s performance Gain the colleague s commitment to reaching the required standards and explain that they will receive ongoing support and opportunities to discuss any problems or concerns Agree any required improvement and the timescales in order to achieve the improvement Adjourn the meeting to review all the information discussed Re-convene the meeting to inform the colleague of the outcome of the meeting which may be to issue a first level warning, which will remain active on the colleague s file for 6 months after the date of issue, and the colleague will be issued with a PIP After the Formal Stage One review meeting, the line manager will: Confirm the key areas of the discussion and outcome of the meeting in writing to the colleague If the colleague has been issued with a first level warning: Page 5 of 11

6 Confirm they will be issued with the same / revised PIP That you will continue to monitor the colleague s performance throughout the review period and confirm that support and assistance will be provided. The maximum recommended review period for the PIP is 4 8 weeks Confirm that, at the end of the review period (4 8 weeks), the colleague s performance will be reviewed. If there is insufficient evidence of improved performance, they may be invited to attend a Stage Two review meeting and may be issued with a second level warning Confirm the colleague s right of appeal including the details of who the appeal should be addressed to and the time limit for doing so Formal Stage One During Stage One, the line manager will meet regularly with the colleague to monitor performance. If at the end of the formal Stage One review period it is felt that the colleague has not achieved the desired improvement in performance, they will be invited to a Formal Stage Two Review meeting. Formal Stage Two Review Meeting The colleague should be notified of this meeting in writing and given 48 hours notice. The formal stage two meeting should be conducted by the line manager and will be supported by a management representative who will take notes of the meeting. The colleague will also have the right to have a representative present, who can be a Booths colleague or a Trade Union Representative of their choice. The purpose of the Formal Stage Two review meeting is for the line manager to: Review performance progress against each of the objectives in the PIP Where applicable, inform and explain to the colleague the shortfall between their performance and the required standards, giving specific examples Acknowledge areas of the PIP which have been delivered to the required standard Page 6 of 11

7 Give the colleague the opportunity to ask questions, challenge and explain the reasons for their level of performance Identify the likely causes of under performance Identify what support the line manager can give, or measures that can be taken to improve the colleague s performance Gain the colleague s commitment to reaching the required standards and explain that they will receive ongoing support and opportunities to discuss any problems or concerns Adjourn the meeting to review all the information discussed. The possible outcomes of the review meeting are: o Confirmation that ALL of the objectives detailed within the Performance Improvement Plan have been fully achieved and therefore no further formal action is required o Confirmation that SOME of the objectives detailed within the Performance Improvement Plan have not been fully achieved and consider if it is appropriate to issue the colleague with a second level warning, if sufficient progress has not been made Re-convene the meeting and explain the outcome of the meeting. If a second level warning for poor performance needs to be issued, confirm the timescale for which the second level warning will remain active on the colleague s file (for 12 months after the date of issue - after which time, it will be disregarded for the purposes of the Performance Improvement Policy) Set a formal review period; make any amends to the PIP if this is appropriate. Agree the date for the final formal review meeting, between 4 and 8 weeks dependent on what s expected and timescales required Explain the possible consequences of failing to achieve the required improvement in performance within the review period that the colleague may be invited to attend a Formal Stage Three review meeting which could result in demotion or dismissal Page 7 of 11

8 After the Formal Stage Two review meeting the line manager will: Confirm the key areas of the discussion and outcome of the meeting in writing to the colleague If the colleague has been issued with a second level warning: Confirm they will be issued with the same / revised PIP That you will continue to monitor the colleague s performance throughout the review period and confirm that support and assistance will be provided. The maximum recommended review period for the PIP is 4 8 weeks Confirm that, at the end of the review period (4 8 weeks), the colleagues performance will be reviewed. If there is insufficient evidence of improved performance, they may be invited to attend a Stage Three review meeting where a decision regarding the colleague s future role (demotion) or employment (dismissal) with Booths may be determined Confirm the colleague s right of appeal including the details of who the appeal should be addressed to and the time limit for doing so Formal Stage Two During Stage Two, the line manager will meet regularly with the colleague to monitor performance If at the end of the formal Stage Two review period it is felt that the colleague has not achieved the desired improvement in performance, they will be invited to a Formal Stage Three Review meeting Formal Stage Three Review Meeting The colleague should be notified of this meeting in writing and given 48 hours notice of the meeting. This will be a final review meeting to consider the colleague s performance and progress against the Performance Improvement Plan set. The formal stage three meeting should be conducted by the line manager and will be supported by a management representative who will take notes of the meeting. The colleague will also have the right to have a representative present, who can be a Booths colleague or a Trade Union Representative of their choice. It may be necessary for the second line manager to conduct this meeting therefore, HR must always be consulted prior to conducting this meeting. Page 8 of 11

9 During the final review meeting the following will be discussed: 1. Review performance progress against each of the objectives in the PIP 2. Where applicable, inform and explain to the colleague the shortfall between their performance against the required standards, giving specific examples 3. Acknowledge areas of the PIP which have been delivered to the required standard 4. Give the colleague the opportunity to ask questions, challenge and explain the reasons for their level of performance 5. Identify the likely causes of under performance 6. Adjourn the meeting to review all the information discussed. The possible outcomes of the review meeting are: Confirmation that ALL of the objectives detailed within the Performance Improvement Plan have been fully achieved and therefore no further formal action is required Confirmation that SOME of the objectives detailed within the Performance Improvement Plan have not been fully achieved. The reasons for these shortfalls should be discussed. Where satisfactory mitigation is identified the line manager may choose to extend the timescale of the stage two review period to fully achieve the Performance Improvement plan by a maximum of 4-weeks. This is the final extension permissible within the Performance Improvement Process Where no satisfactory mitigation is identified and the line manager believes that the colleague has received adequate opportunity to improve their performance and that their performance will not become acceptable in their current role even with further assistance and additional time allowed, then a decision regarding the colleague s future with Booths may be determined Page 9 of 11

10 Explain the outcome of the meeting. Possible outcomes are: 7. Permanent re-deployment this would be considered for the colleague in line with existing vacancies into a suitable alternative role at the same level or lower grade / level (with the colleague s agreement). In the event of redeployment, the colleague s terms and conditions may change as a result of their changing roles. 8. In the event that there are no alternative positions available or the colleague declines the offer of re-deployment, then the line manager may decide they have no alternative but to end the colleague s employment on the grounds of unsatisfactory performance. After the formal stage three review meeting the line manager will: Communicate the decision to the colleague in writing and will include the following: o The grounds for the decision taken, including a summary of events leading up to the decision o The last date of employment and notice period provided o The right to appeal including details of whom the appeal should be addressed to and the time limit for doing so Right of appeal The colleague has the right to appeal against any performance/capability decision at any stage within the formal procedure where they feel that the warning was unfair for specific reasons which they will need to state and/or the process had not been followed. The colleague should appeal in writing stating full grounds for appeal within 7 days of the decision letter. The Company will then look to arrange an appeal meeting with the colleague. The appeal meeting will be conducted by an appropriate member of management that has not been involved with the original performance/capability decision. The appeal will be heard as soon as reasonably practicable after receipt of the written appeal. The colleague will be entitled to be accompanied by a representative. Following the appeal meeting, the Company will inform the colleague of their decision in writing within 7 days of the appeal meeting. The colleague will have no further right to appeal thereafter. This decision will be final. In the event that a colleague has been dismissed, the date of dismissal will not be delayed pending the outcome of an appeal. In the event that a colleague s appeal is successful and the decision to dismiss is revoked, the colleague will suffer no loss of continuity or pay. Page 10 of 11

11 5. Reference Documents Managers Guide to Performance Improvement Policy Colleagues Guide to Performance Improvement Policy Performance Improvement Plan Template (PERF09) Page 11 of 11