I can say from long experience that the kinds of issues you are describing are not going to improve. I would work out a good severance package (since you like her and are a small group) and get rid of her ASAP, as in tomorrow (it's a Friday, a good day for a firing). Seriously, you are going to go through so much pain and angst and end up in the same place; a clean break is better for everyone.

PS: Employees like this know where things are headed. I bet she has resumes out and is looking for a new job already.

OP here:
we are in the district...someone did say that as a small org we are all at will and we can dismiss quickly. But we like her. she is requiring a lot of work though...

I agree that a lot of these are conduct isssues, not performance issues. Coming to work drunk; leaving early; refusal to cooperate/insubordination are all conduct, not performance. However, if you wish to address this broadly in a PIP, you could do something like this:

Goal: When assigned any new task, employee will comply with request rather than responding that she cannot complete the request because it is not her job.

Goal: Employee will ask question and determine what information is necessary to complete any task.

Anonymous wrote:OP here. I can put all that unprofessional stuff in the PIP? I just did but wanted to be sure.

to 15:10. I know almost nothing about HR but have been warned that we must document before dismissing. Previous corrections have all been verbal so I'm starting a paper trail late. I realize that we've messed this up but the upside is that I am learning a lot and hope to not repeat this mistake in the future. ALso, I've not had to ever manage somebody like this before (thank God).

What state are you in? You are a 7 person company?? You can fire her ass without question, especially if you are in Virginia.

OP here. I can put all that unprofessional stuff in the PIP? I just did but wanted to be sure.

to 15:10. I know almost nothing about HR but have been warned that we must document before dismissing. Previous corrections have all been verbal so I'm starting a paper trail late. I realize that we've messed this up but the upside is that I am learning a lot and hope to not repeat this mistake in the future. ALso, I've not had to ever manage somebody like this before (thank God).

Why are you doing a PIP, just fire her, she doesn't sound like someone who will improve. Or are you documenting so you can later fire her when she doesn't meet the PIP?

None of those sound like problem-solving issues! They do soind like grounds for immediate termination, though. But your lawyers may not recommend that.

I think the pip should just list these incidents and reiterate your expectations that she do her job professionally from now on (at a minumim, not be drunk, wtf??)

I think this is helpful to my task! Thanks 14;30 for interest.

her first response to helping anyone is "no'' and " it's not my job". She assists another and that other person is new. Director asked assistant to do a quick, easy, and IMHO fun task. she looked new director in the face and said "old director did that".

We needed extra supplies for an in-person meeting that was discovered as the room was filling. When asked to go across the street to get supplies, froze.

Sent wrong copy of official correspondence to federal government. When directed about how to correct, didn't follow orders, made matters worse, I cleaned up mess.

Has come to work either drunk or very hung over 1Xmo.

leaves for work early same day tells people too busy to help.

We wanted her to interview our members (and we pointed out exact people) to develop a policy position on something. Not done. Ok. Maybe it's not a ripe issue so we decided to have her draft a thought piece. It sucked even though she's a good writer. In part because she left it to the last minute and also b/c she didn't interview the people she was supposed to.

Give us an example of something she has done wrong or something you want her to do.

all helpful suggestions guys.

Op here: I just read the job description and it's not good which makes the PIP harder. the job description basically outlines what she should do in the first hour of each day. and the parts that aren't that are vague. I will work with it but man, this is a management lesson and it's making my head hurt.

I particularly like 14:15. I think that's what's going to be most key for this office. No matter what the job description is, this person doesn't THINK when she walks though the door and we are way to small for that.

I don't know that a book definition really matters. What counts is the opinions of the people who will review this employee's progress. Those are the people he/she needs to satisfy.

I think that the best use of your time is to get together with the people who will review this employee in 60-90 days and hash out what you need to see in order to declare the PIP a success. Then work back from that to provide specific feedback.

Those are far too broad goals for a pip. You can't really teach someone how to "problem solve." You need more concrete, measurable goals. If you don't beieve the employee is analytical enough there's not really a way to teach that, and you should just fire them.

There's a book called: 2600 Phrases for Effective Performance Reviews

It doesn't really help you manage or deliver PIPs but gives you a starting point for how to better phrase the issues without saying 'You suck'.

I would provide specific examples of where she displayed her weakness in these skills.

subject says it all. I'm in a 7 person shop and although I looked online and spoke to a couple of people, I'm still having trouble with this part of the plan. Links would be helpful. Basically we have an under performer. Much of that job is problem solving and analysis. She's terrible at both but because those skills are so soft, and because I've not had to deal with this before, I"m having trouble addressing in the written performance improvement plan.

Thanks for any suggestions.