PERFORMANCE CORRECTION NOTICE

DISCIPLINARY LEVEL

Verbal Correction—(To memorialize the conversation.)

Written Warning—(State nature of offense, method of correction, and action to be taken if offense is repeated.)

Investigatory Leave—(Include length of time and nature of review.)

Final Written Warning

Without decision-making leave

With decision-making leave (Attach memo of instructions.)

With unpaid suspension

SUBJECT:Acts resulting in loss to the employer

Policy/Procedure Violation

Performance Transgression

Behavior/Conduct Infraction

Absenteeism/Tardiness

PRIOR NOTIFICATIONS

Incident Description and Supporting Details: Include the following information: Time, Place, Date of Occurrence, and Persons Present as well as Organizational Impact.

Mike,

There have been numerous occasions on which you failed to properly complete your work and communicate/follow up with your supervisor regarding the status of your work. For example, on September 5, Karen Smith gave you a task on FundPro conversion mapping that was to be completed by September 8. Of the thirty mappings that needed to be completed, twenty-two were finished by September 17—nine days past the deadline. Of the eight remaining conversion assignments, however, you completed only two. As a result, an assignment deadline was not met.

On October 30, Paul Marker and Karen Smith met with you to discuss the lack of progress in your software conversion. You were told at that time that the conversion needed to be ready in two and a half months to meet the January 17 “go live” date. You acknowledged that you understood the critical nature of the conversion deadline and the list of changes that needed to be done since you were falling behind in your work.

In a November 25 meeting with Paul Marker, you were asked to present solutions and suggestions to the final revised list that you were presented with on November 21. However, at that point, you still hadn’t reviewed the new list. Also, following that conversation, Paul asked you to present a final plan to him by the close of business on November 27. You didn’t present a plan to Paul until December 3.

At this point, you do not appear to be capable of making all the necessary changes in time to meet the conversion deadline. As a result, we will have to hire an outside consultant to complete your work and meet the January 17 “go live” date.

This write-up is based on two issues: first, your failure to meet the conversion deadline, which is your ultimate responsibility; second, your failure to communicate any problems in your work area to your boss. Indeed, the only way your supervisors learned of the delinquency in your work was via their own auditing efforts.

When you were first given this assignment, you were told that it would most likely require long hours. Based on your computerized time logs, however, you have made very little commitment to the hours necessary to meet the deadlines that you originally accepted. Also, because of your failure to communicate, we find ourselves at a deadline for which we are not ready. This violates our organization’s standards of performance and conduct.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: Mike, I expect you to complete all assignments that you are assigned. I expect you to communicate any time that your work is falling behind—especially if this might potentially affect a large group project or companywide “go live” deadline. Finally, I expect you, as an exempt employee, to work whatever hours are necessary to ensure that your work is complete, accurate, and timely.

2. Training or Special Direction to Be Provided: For the next month, I will meet with you every Monday at 4:00 to ensure that your work is caught up and that you are realistically planning your day to meet your projected workload. In addition, I require you to email me every day for the next month outlining what you’ve done on the projects that we’ve set. This will help me help you by monitoring the projects on your desk, managing goals, and communicating more openly with your peers, staff, and boundary partners.

3. Interim Performance Evaluation Necessary? Yes. Because continuous management follow-up (approximately on a monthly basis for the past four months) has not yielded more positive results, I will reevaluate your overall performance in an effort to monitor the projects on your desk and aid you in setting goals, prioritizing your efforts, and communicating more openly with me and the other managers. This out-of-cycle review will reflect your current level of performance.

4. Our Employee Assistance Program (EAP) provider, Prime Behavioral Health Group, can be confidentially reached to assist you at (800) 555-5555. This is strictly voluntary. A booklet regarding the EAP’s services is available from Human Resources.

5. In addition, I recognize that you may have certain ideas to improve your performance. Therefore, I encourage you to provide your own Personal Improvement Plan Input and Suggestions:

(Attach additional sheets if needed.)

OUTCOMES AND CONSEQUENCES

Positive: I will remain available to help you and discuss areas where you require additional support. If you meet your performance goals, no further disciplinary action will be taken regarding this issue.

Negative: You are now being placed on formal written notice that you are not meeting the standards of performance and conduct as outlined in your programmer/analyst job description. If in the next ninety days you fail to meet project deadlines, fail to properly communicate the status of your projects to your supervisors, or fail to meet any other standards of performance and conduct, you will be placed on a final ninety-day probationary period. If you fail to perform to management’s expectations during that probationary period, you may be dismissed. A copy of this document will be placed in your personnel file.

Scheduled Review Date: One Month (February 12, 2017)

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE