The Performance Improvement Plan (PIP) is a tool of performance management, commonly used when someone is performing below expectations. PIPs usually serve two purposes. The primary purpose of many PIPs is to provide a framework that helps supervisor and subordinate collaborate to elevate the subordinate's performance. The secondary purpose is to provide documentation for termination proceedings.
Often the first purpose is professed but fictitious. A plan is presented to the subordinate, but failure is foreordained. Documentation of failure is the true goal.
How can subordinates determine whether failure is foreordained? Here are some indicators that suggest that the true purpose of the PIP is documentation for termination.
- Objectives are essentially unachievable
- Realistic objectives are achievable. That is, given appropriate resources and time, they can be done. Some PIP objectives are simply unachievable — they are inherently impossible, or they exceed the bounds of human knowledge.
- The timeframe is unrealistic
- PIP durations are often set uniformly across the organization, independent of the nature of performance issues. One PIP might be focused on keeping more regular hours; another might be focused on repairing trust between co-workers. Keeping more regular hours might be addressed in weeks; repairing trust can require months or even years of effort. If the PIP timeframe is clearly too short for the issues to be addressed, the PIP is at risk of foreordained failure.
- Uncontrolled resource commitments
- If the subordinate is unable to obtain and defend necessary resource commitments, the plan is a fiction. A PIP that depends on resources that the subordinate can't get or keep is at risk of foreordained failure.
- Meeting the objectives isn't objectively measurable
- If determining If the PIP timeframe is clearly
too short for the issues to be
addressed, the PIP is at risk
of foreordained failurePIP execution success is subject to opinion-based debate about whether or to what extent something happened in the preferred manner, then that PIP is at risk of foreordained failure. Sometimes opinions aren't based in fact.
- Plaintiffs assess achievements
- Often, the need for a PIP arises from complaints by third parties dissatisfied with the subordinate's performance — the plaintiffs. If a plaintiff assessment is the principal factor determining successful execution of the PIP, the subordinate is at risk. Because some plaintiffs view successful PIP execution as a refutation of their original complaints, they have a conflict of interest.
- Interpersonal issues are the focus
- Because relationships are inherently bilateral, both parties almost always contribute to difficulties. To assume that one party to the relationship can repair it unaided is naïve. PIPs are appropriate for interpersonal issues only if an investigation has previously determined that the other party isn't contributing to the difficulty. A PIP undertaken without such prior determination is at extreme risk of foreordained failure.
Supervisors who design PIPs for "one last try" at performance improvement are risking being perceived as having set up their subordinates for failure, unless they eliminate these factors from their PIPs. Top Next Issue
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More articles on Workplace Politics:
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using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.
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- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
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- Managing Risk Revision
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But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch
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- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
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- Availability and Self-Assessments
- In many organizations, employees develop self-assessments as a part of the performance review process.
Because of a little-known effect related to the Availability Heuristic, these self-assessments can be
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Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
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- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.