If, at the end of the PIP period, the employee has successfully met the plan’s expectations, move forward and continue to make him or her feel like a valued member of the team. David reminded managers to keep the lines of communication open, and advised scheduling a follow-up meeting to ensure that the employee is still performing at satisfactory levels.
However, if the employee has still not made any marked improvements (or has only gotten worse), you may be faced with the difficult decision of letting him or her go. Before any dismissal, you should discuss the progress that was made or not made by the employee with HR, and review the plan documentation to make sure it supports a “for cause” termination, Cyrus said.
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“The decision will become clearer to the manager and should not be a surprise to the employee,” Lasater added. If it is determined that termination is the right answer, David noted that your decision must be final and agreed upon by management and HR. “If you did your job properly as a manager in the development of the PIP, you must be prepared to abide by what consequences were defined in the PIP for failure,” he said.
It’s never easy to fire someone, especially if you have a good personal relationship with that person. However, by completing a PIP, you offered the employee assistance in improving and gave him or her the opportunity to course-correct. For the good of the organization, you must let the employee go, and hopefully gain some insights about how to prevent similar issues with existing and future employees.