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:Lack of communication with supervisor; substandard work performance

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.

Jerry,

On November 20, you and I met with department head Dr. Bennett and Tom Weston in Human Resources to discuss performance problems that you have had over the past six months to one year. Although I have been supervising you for only the past six weeks, I have noticed the following issues, and this is what we discussed:

• You didn’t complete the evaluation and revision of ISO procedures on time as outlined in the May 6, 2017, memo (see attached); you also didn’t ensure that procedures were approved by the department director or by Compliance prior to implementation. The target date by which you agreed to complete these tasks was September 29, 2016. However, you completed neither of these tasks by the deadline, and in fact both are still awaiting completion. More significantly, you also didn’t communicate in advance that these tasks would not be completed by the deadline. As a result, inconsistencies in procedures occurred because of undocumented changes in (a) ISO procedures and (b) training and competency assessment.

• You are not communicating adequately with your coworkers to provide them with the information that they need to perform their jobs successfully. For example, one coworker shared with me that you do not prepare statistical reports or analysis of your process control questionnaires in a timely manner. These items have been held on your desk for a two- to four-week period rather than being turned around on a regular (meaning at least twice a week) basis. Notification that monthly statistical reports are completed is often not relayed to the proper person until we are in a last-minute push to meet a deadline. Your delays place an undue burden on your coworkers, who must play catchup and stop everything they’re doing once you deliver your finished product. For this reason, staff members have had to face unnecessary time crunches in order to get the completed proposals to me on time.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: Jerry, I expect you to meet all departmental standards of performance and conduct. I expect you to openly communicate all information to your coworkers that will help them perform their jobs more efficiently. I expect you to meet all deadlines that you set and not to complain that there simply isn’t enough time in the day to complete your work. I also expect you to communicate very clearly with me in advance if, for any reason, you can’t complete a project by deadline.

2. Training or Special Direction to Be Provided: I plan to work with you closely over the next four weeks to ensure that you are able to manage your time efficiently and meet all the deadlines that are before you. I will work with you to get our ISO procedures and training assessments up to par as quickly as possible. I will also work with HR’s training and development department to locate off-site training seminars that will help you manage the work flow in your office and/or more openly communicate your needs to others.

In addition, I will help you rebuild the lines of communication with your coworkers by setting up brief meetings with your peers to ensure that we all understand (a) the significance of communicating openly and directly with one another and (b) a way of bringing bad news to others’ attention that will not seem like an attack.

3. Interim Performance Evaluation Necessary? No. Your annual performance review is now overdue. Please complete the self-evaluation form that I gave you this week. I will complete your review once I have received your feedback.

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. In addition, you’ll find your job more rewarding and will have an even greater impact on the department’s success if you are able to communicate your needs more openly with me and other members of the staff.

Negative: This is a written warning, Jerry, regarding your overall job performance. If at any time within the next ninety days (through February 24, 2018) you fail to meet preset task deadlines, to communicate openly with other members of the staff in order to allow them to maximize their performance, or to meet any other standards of performance and conduct, you may be placed on a final warning. If you fail to meet the terms of this agreement while in the final warning period, you may be dismissed. A copy of this document will be placed in your personnel file.

Scheduled Review Date: Thirty days (December 22)

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE