PIP Reaction

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I hate this kind of conflict, too, but do your best to get through the weekend and think about other things. Will you have a witness? I’d have a witness.

I would have someone else with you.

Oh yes. HR will be on the call and Legal (and HR) approve of the PIP. I just know that the colleague is going to say a bunch of nasty things about the people she works with, and me, in an effort to deflect blame.

Just let HR and Legal do the talking. Since it's a call, you can put yourself on mute to avoid reacting.

This.

[Anonymous]

Anonymous wrote:This is a positive if she uses disrespectful language at the meeting. You can immediately terminate her based on that.

+1.

If she acts as poorly as you fear, it may help you get rid of her.

[Anonymous]

Anonymous wrote:I have to PIP a low performer on Tuesday and I can’t stop ruminating over it this weekend. The colleague is going to lose their everliving mind and claim all types of falsehoods. How do I stop caring about the s-storm that’s about to come? The colleague was hired 8 months ago in a senior level role (from a direct competitor) and it’s like she’s never seen the work that we do as an industry. The PIP is necessary, justifiable, and feedback has been addressed verbally and written multiple times.

My observation (no personal experience) is that no one on PIP will actually retain their job. PIPs are just cruel ways of prolonging the decision to fire someone. Just give them severance and send them on their way unless you’ve clearly and honestly laid out an achievable way to retain her position.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I have to PIP a low performer on Tuesday and I can’t stop ruminating over it this weekend. The colleague is going to lose their everliving mind and claim all types of falsehoods. How do I stop caring about the s-storm that’s about to come? The colleague was hired 8 months ago in a senior level role (from a direct competitor) and it’s like she’s never seen the work that we do as an industry. The PIP is necessary, justifiable, and feedback has been addressed verbally and written multiple times.

My observation (no personal experience) is that no one on PIP will actually retain their job. PIPs are just cruel ways of prolonging the decision to fire someone. Just give them severance and send them on their way unless you’ve clearly and honestly laid out an achievable way to retain her position.

OP - I really don't want to PIP the employee... we are short staffed already. However, the work product is not up to par, and prior attempts to get them to complete a better work product have not been productive. My HR and Legal teams make us go through the process.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I have to PIP a low performer on Tuesday and I can’t stop ruminating over it this weekend. The colleague is going to lose their everliving mind and claim all types of falsehoods. How do I stop caring about the s-storm that’s about to come? The colleague was hired 8 months ago in a senior level role (from a direct competitor) and it’s like she’s never seen the work that we do as an industry. The PIP is necessary, justifiable, and feedback has been addressed verbally and written multiple times.

My observation (no personal experience) is that no one on PIP will actually retain their job. PIPs are just cruel ways of prolonging the decision to fire someone. Just give them severance and send them on their way unless you’ve clearly and honestly laid out an achievable way to retain her position.

Sure, but it also provides warning to try to find another before you’re fired. And it avoids expensive litigation.

[Anonymous]

Why PIP? I was in that situation and was just let go no notice, got severance. No explanation. I signed NDA and moved on. What is point of PIP.

[Anonymous]

Anonymous wrote:Why PIP? I was in that situation and was just let go no notice, got severance. No explanation. I signed NDA and moved on. What is point of PIP.

To give the employee a chance to improve. I was placed on a PIP since I was a long time employee and then I followed the requested steps and then went back to normal. Worked there for a few more years in fact.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I have to PIP a low performer on Tuesday and I can’t stop ruminating over it this weekend. The colleague is going to lose their everliving mind and claim all types of falsehoods. How do I stop caring about the s-storm that’s about to come? The colleague was hired 8 months ago in a senior level role (from a direct competitor) and it’s like she’s never seen the work that we do as an industry. The PIP is necessary, justifiable, and feedback has been addressed verbally and written multiple times.

My observation (no personal experience) is that no one on PIP will actually retain their job. PIPs are just cruel ways of prolonging the decision to fire someone. Just give them severance and send them on their way unless you’ve clearly and honestly laid out an achievable way to retain her position.

Depends on the reason. If it's quantity of production, they can usually get that up. If it's quality, unlikely to improve in my experience.

[Anonymous]

Just have a few canned phrases ready: I'm sorry you feel that way. It's all spelled out in the documents. I understand.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I have to PIP a low performer on Tuesday and I can’t stop ruminating over it this weekend. The colleague is going to lose their everliving mind and claim all types of falsehoods. How do I stop caring about the s-storm that’s about to come? The colleague was hired 8 months ago in a senior level role (from a direct competitor) and it’s like she’s never seen the work that we do as an industry. The PIP is necessary, justifiable, and feedback has been addressed verbally and written multiple times.

My observation (no personal experience) is that no one on PIP will actually retain their job. PIPs are just cruel ways of prolonging the decision to fire someone. Just give them severance and send them on their way unless you’ve clearly and honestly laid out an achievable way to retain her position.

Depends on the reason. If it's quantity of production, they can usually get that up. If it's quality, unlikely to improve in my experience.

That was my observation as well. The PIP was always a human glue trap. The person survives briefly but is stuck getting fired. It would be more humane to let them go. Pay them to nothing for awhile then severance instead of giving the illusion that they will get unstuck by doing xyz.

[Anonymous]

Why on earth should someone who is a poor enough performer to be placed on a PIP be given a severance? You suck, your work sucks, here’s some money so you won’t sue me?

[Anonymous]

Anonymous wrote:Just have a few canned phrases ready: I'm sorry you feel that way. It's all spelled out in the documents. I understand.

+1
Adding "the decision is final."

[Anonymous]

I have not read this whole thread but it’s super important to have as many witnesses to this conversation as practical. Never do it alone.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I hate this kind of conflict, too, but do your best to get through the weekend and think about other things. Will you have a witness? I’d have a witness.

I would have someone else with you.

Oh yes. HR will be on the call and Legal (and HR) approve of the PIP. I just know that the colleague is going to say a bunch of nasty things about the people she works with, and me, in an effort to deflect blame.

Just let HR and Legal do the talking. Since it's a call, you can put yourself on mute to avoid reacting.

This.

No. A PIP is for performance and that’s something a manager addresses not HR. HR is just there as a buffer and a witness. Performance management is literally a big part of being a manager and OP has to do their job

[Anonymous]

Anonymous wrote:Why on earth should someone who is a poor enough performer to be placed on a PIP be given a severance? You suck, your work sucks, here’s some money so you won’t sue me?

Because life isn’t black and white. Most jobs aren’t you suck or you’re a rockstar. Most employees are in the middle and bringing someone’s performance up can be less expensive and easier than firing and hiring and training a new person… who also might not do well.
A severance usually requires an employee sign something agreeing to not take legal action against the employer and can save everyone a headache.