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  • There are plenty of exciting aspects of running a business – disciplining employees is not one of them. Although unpleasant, poor work performance write-ups are a necessary tool for any organization.

    A letter of reprimand serves as both a tool for correction and a compliance document. The problem is that it’s not always obvious how to write up performance reviews for employees. This post will explain what you need to utilize in your write-ups, best practices for delivering effective reprimands and includes employee write-up samples. 

    What To Include In A Reprimand Letter

    There are a variety of elements that you should address for corrective action employee write-ups. The Society for Human Resource Management recommends including the following elements in a reprimand letter.

    • The name(s) of the person writing the warning, the person receiving the warning, and any individuals who will receive a copy.
    • The date the warning was delivered.
    • A statement that clearly describes the performance or conduct issue(s) that resulted in an official warning.
    • A summary of previous discussions about the issue (with dates, if possible) and other related disciplinary or performance issues.
    • An explanation of why the issue is important to the company and which policies were violated.
    • An outline of the employer’s expectations, along with a timeline and goals to show measurable improvement if necessary.
    • The potential consequences if the employee doesn’t meet those expectations, such as further discipline or termination.
    • A note that the warning will be added to the employee’s personnel file.
    • Space for the employee and manager to sign the document (with an optional space for employees to add their own comments regarding the reprimand).

    An Employee Write-Up Sample For Poor Performance

    The following example of a write-up for poor employee performance is a basic template that businesses can modify to suit their exact situation.

    To: [Name of employee]

    From: [Name of manager]

    Date: [Date the warning is given]

    Re: Written Reprimand

    This letter is to inform you that your performance is not meeting the expected requirements for your position. You are officially failing to perform for the following reason(s).

    • [List how the employee isn’t performing up to expectations]

    Based on [policy or performance requirement], you are failing to meet your performance measurements for your job despite [list previous communication or training efforts]. These performance requirements [describe how poor performance impacts the company and the rest of your employees].

    As a result, you will be required to [list an outline of employer expectations, along with timelines for meeting those goals]. If we do not see these improvements, additional disciplinary action will occur up to and including termination of employment. This letter will be added to your personnel file.

    Please let us know if you have any questions or concerns.

    [Name and title of manager]

    [Names and titles of HR staff and anyone else receiving a copy of the reprimand letter]

    [Space for signatures and comments from the employee]

    A manager meeting with an employee after delivering a reprimand letter.

    Best Practices For Writing Up An Employee

    Having a template for employee write-ups is a good start, but there are plenty more factors that employers and managers need to consider regarding reprimands. Use the following best practices to maximize the effectiveness of your efforts.

    Address the situation before you need a letter

    Unless an employee does something serious enough that warrants an immediate write-up, it’s best to address the problem directly with them first. Try to have a friendly discussion or send them an informal email to address any issues. Starting with a verbal warning will give the employee a chance to answer concerns and rectify the issue before it gets to an official reprimand.

    Document the problem

    The more information you have, the better prepared you are should an employee file a lawsuit or take any other actions against your company. Keep a record of your interactions with the employee regarding performance or conduct issues, including every conversation or email, before you write a reprimand letter. These actions will make it clear that the employee was aware of the problems and well-informed about the reasons for any discipline or termination.

    Include other perspectives and statements if possible

    While a manager or supervisor may take the lead in writing up an employee, they’re not the only person who can contribute to an official reprimand. Include any statements made by other employees who have raised concerns or have witnessed issues. Ensure that these statements are factual observations – opinions won’t work for official reprimands.

    Focus on improvement instead of highlighting what’s wrong

    The more detailed and specific you are about setting expectations for improvement, the better. The average employee isn’t afraid of receiving corrective feedback – in fact, 72% of employees think that this form of feedback would improve their performance. The key is that this feedback needs to be delivered in an effective way.

    It’s important to be honest with the employee about their performance issues and position future expectations as a positive. For example, a performance improvement plan is a commitment to helping an employee improve. Stay calm, positive, and focus on the benefits instead of dwelling on frustrations.

    Deliver reprimands in person

    Employees should hear their official written warning directly from their manager or supervisor. In this meeting, you can share your concerns and provide specifics about their performance. By delivering the news in person, you can also field questions from them and have them sign the warning letter for your records.

    Embrace Employee Performance Management

    Between employee performance reviews and write-ups, there are plenty of ways that you can maximize your employees’ efforts. The problem is that dedicated employee performance management takes a lot of time and energy for employers.

    GMS helps business owners get the most out of their employees while saving them time. Our experts can take on the administrative burdens associated with hiring, managing, and terminating employees while you focus on other important responsibilities. Contact GMS today to see how we can strengthen your business through employee management and more.

  • Terminating an employee is an unfortunate, yet sometimes inevitable aspect of running a successful business. For a small business, where owners and employees often think of themselves as a “family,” terminating an employee can be an especially difficult decision. When the employee who is being terminated and the owner or manager have a long work history and possibly even a personal friendship, the situation can become even more charged. As a business owner, it’s important not to let personal feelings get in the way of making sound business decisions.

    terminated employee packing desk

    Signs It’s Time to Part Ways with a Long-Time Employee

    Many employees can thrive in their careers working decades for the same employer. Long-term employees who continue to provide value to your business have deep knowledge about your products, services, systems, and business structure and are certainly worth holding onto.

    Sometimes, though, even employees with long tenures at an organization can create difficulties that can be draining on a business. Although sometimes difficult to admit, if you’re honest with yourself, you may already have an idea of who these employees are. Long-term employees who have overstayed their welcome typically exhibit the following traits:

    Obsolete skills

    It often becomes clear that a long-term employee hasn’t taken responsibility for their career or training when they don’t actively seek out new information or express little if any curiosity about their industry or profession. A noticeably stale skill set is often one of the first signs it’s time to let a long-term employee go. These employees often have an outdated mindset and little, if any knowledge of current best practices. They only know what they’ve learned early in their career and have continued with those same processes for years, sometimes for decades.

    Resistance to change

    As industries and technology evolve, so should a business. A resistance to change could be holding your company back from operating at its full potential. You could be missing out on key opportunities to reach new markets or create innovative products or services. When an employee is perfectly content maintaining the status quo, it could be a sign that it’s time to move on.

    These types of employees tend to be champions of old systems and familiar processes. You may often hear them say things like, “This is how we’ve always done things.” When employees are constantly undermining change and new or progressive initiatives, it’s typically a clear indication that it’s time to let that employee go.

    Defensive attitude

    Long-term employees may be painfully aware of their dwindling value within a company. As a result, they may feel threatened over particular aspects of the job. These types of employees may become defensive when questioned or having to justify their processes. They might even undermine or sabotage new hires by hoarding information or dismissing a new hire’s ideas or skills.

    Slower productivity

    Long-term employees may no longer have the skills or capabilities to efficiently produce high-quality work or work quite as fast as their peers. As a result of not having the appropriate skills for their position, long-term employees may try to compensate by working long hours and weekends. These types of employees often claim they are overworked and may even be too busy to attend meetings. They’re critical of co-workers who have a life outside of work and don’t put in extra hours. They may even see themselves as company martyrs and call out co-workers who don’t spend as many hours working.

    Overcompensated

    Often, long-term employees have incurred higher salaries over their tenure that can weigh heavily on a company’s bottom line. Of course, long-term employees who continue to provide value and have experienced growth within your organization are likely deserving of a higher paycheck. However, it can be harder to justify when a long-term employee’s salary and title is grossly inflated to reward them for their tenure when it doesn’t correlate with the value and skills of other employees.

    How to Terminate a Long-Term Employee

    When it comes to terminating a long-term employee, much of your usual termination process will be the same. However, there are some special considerations to keep in mind when firing a long-time employee.

    Review past performance

    Termination can certainly come as a shock to an employee, especially one who may have felt secure in their tenure with a company. You’ll want to ensure due diligence by reviewing past performance reviews and feedback. If the employee has only ever received positive feedback, you may want to wait until you can provide some honest feedback and evidence of negative performance. An employee performance review is an optimal time to set goals and expectations for an employee, identify areas for improvement, and provide resources for training. You may notice signs like resistance to change or a defensive attitude during this time.

    Terminate long-term employees in person

    When it’s clear that a long-term employee can no longer provide value to your organization, it’s time for termination. When firing a long-time employee, be sure to give them the news in person if possible. Not only is face-to-face firing the right thing to do, it can also help keep your remaining workforce strong, especially when losing a long-time colleague.

    Be transparent with your remaining employees

    Speaking of your existing workforce, you’ll also want to take into consideration how you communicate the termination to the rest of your team. The “loss of a colleague can send shockwaves—and extra workload —across the company. By firing someone, you’re asking everyone around them to take the news and the extra work in stride,” says Piyush Patel, author of Lead Your Tribe, Love Your Work: An Entrepreneur’s Guide to Creating a Culture that Matters. While transparency is key, you’ll want to focus less on the negatives and more on the positives. Leverage this as an opportunity to bring your team back together, understanding that additional tasks may fall onto your employees as a result of the loss.

    Don’t fire employees by yourself

    It’s also a good idea to have another person, such as an HR representative, in the room to serve as a witness when terminating an employee. There’s always a chance that your former employee may try to accuse you of an unjust firing, such as age discrimination. Having an HR representative in the room can help you stay on track and avoid any potential legal issues.

    Severance pay

    While post-termination severance packages are most commonly associated with executives, they have now become more widely extended to long-term employees. According to a Manpower Group survey, 75 percent of companies have a formal severance policy in place because “severance is one of the keys to ensuring a difficult action has the best possible positive outcome while speeding the return to productivity, profitability, and employee engagement.” Offering severance pay can also help you show appreciation for a long-term employee’s loyalty to your company.

    Terminating a long-time employee may not be enjoyable, but it’s important that it’s done legally and gracefully. Need help creating a termination policy or managing employee performance? Contact GMS today to learn more about our employee performance management services.

  • A lack of motivation can really cost your business. Entrepreneur reports that disengaged, disinterested employees have led to a loss of up to $550 billion per year for U.S. businesses. Fortunately, there are ways that you can help motivate your employees so that they’re ready to give it their all every day. Here are three steps that you can take to engage your employees.

    A motivated employee. 

    Build Relationships

    Just how important is it to build a relationship with your employees? When the Society for Human Resource Management (SHRM) conducted a survey on job satisfaction and engagement, a whopping 95 percent of respondents noted that “their relationship with their immediate supervisor plays an important role in how they feel about their job.”

    Whether you work directly with your employees or have a management staff that supervises everyone, it’s important to build a welcoming culture that places an emphasis on communication. Employees want to feel like their voices are heard, and the occasional email or chat message isn’t going to be enough to motivate them. Some ways to improve workplace communication include:

    • Establishing regular face-to-face communication with employees
    • Set regular meetings where employees can share input, such as weekly townhall meetings or monthly retrospectives
    • Offer an anonymous feedback system
    • Invest in online communication tools, such as Slack or HipChat

    Instituting some of these practices can give employees an avenue to share their thoughts and feelings. However, communication can be about more than just the workplace. Showing an interest in employees’ lives outside of the office can show your employees that they’re more than just a dollar sign, which can inspire them to become more invested in your business and motivated to do great work.

    Let Them Grow

    Future opportunities can play a big role in an employee’s motivation. SHRM’s job satisfaction and engagement survey found that roughly half of respondents noted that “career advancement opportunities within their organization were very important to their job satisfaction.” Fortunately, there are many ways that you can help your employees develop as a part of your business.

    Hiring internally can be a powerful tool that can allow your workers to make the next logical step in their career. Internal candidates already know your company intimately, and you have the advantage of knowing what their skills are before you offer them the job. For your employees, it gives them a big forward step without having to leave for a new company. In return, you get to retain key talent and help your workers grow. Also, internal hires can be up to 20 percent cheaper to hire than external candidates, which adds some cost savings to your team development efforts.

    If you don’t have any open positions, you can still help your employees develop. Offering employee training or allowing workers to attend educational conferences and trade shows can give them the ability to learn new skills that they can use at your business. It also shows that you care about their career development, which can serve as a great motivational tool.

    Give Your Employees Benefits That They Want

    Money is a big motivator, but it isn’t always the biggest factor for employees. According to the Harvard Business Review, “80 percent of employees would choose additional benefits over a pay raise.” Catering your benefits package to the wants and desires of your employees can act as a good source of motivation.

    Of course, employees may value certain benefits more than others depending on their needs at home. Across generations, employees’ preferences have changed, which can impact which types of benefits you may consider adding to help motivate your workers. Glassdoor offers some insight into what benefits each generation tends to value:

    • Baby Boomers value salary level, health insurance, and a retirement plan
    • Gen Xers value salary level, a 401K plan with matching benefits, job security, advancement within the company, and opportunities for work-life balance
    • Millennials value benefits choices, paid time off, ability to work remotely, control over their schedules, and a great deal of flexibility

    Each business is different, so you may find that giving your employees some work-from-home privileges to be beneficial while another business owner may see more value in employee training. It can also be beneficial to listen to what your employees have to say on the matter, whether it’s in person or during a regular meeting that you set up to improve communication. 

    By listening to their wants and needs and amending your benefits package in a way that makes sense for both your business and your employees, you can show your workers that your company is one that values them. In turn, this can inspire them to keep up the hard work and become more invested in your business.

    Get Some Help to Motivate Your Employees

    While implementing employee management initiatives to motivate employees can be very valuable, it can also be a lot of work to take on by yourself. Partnering with a Professional Employer Organization allows you to turn to HR experts to set up employee training programs, get the most bang for your buck on benefit plans, and manage other critical HR functions that can keep your workforce motivated. 

    Contact GMS today to talk to one of our experts about how we can help you with employee management.

  • Personality tests can be an effective tool in employee recruitment, training, and development. As your business grows and becomes more diverse, a one-size-fits-all approach to employee management won’t work well on a team made up of different personality types. Company leaders will need to have a better understanding of what makes employees tick and how to encourage everyone to play nice in the workplace.

    Managing different personality types in the workplace can present its challenges. As a result, you’ll need to be flexible with your employee management style. Using Deloitte’s Business Chemistry, here’s how to manage employees with these four different personalities.

     Managing different personalities in the workplace.

    How to Manage the “Pioneer”

    Pioneers are the wheels set in motion. You never know when or where their next big idea will come from, but you can be sure they’ll want to give it a try. Business Chemistry describes pioneers as:

    • Outgoing
    • Spontaneous
    • Risk-takers
    • Adaptable
    • Imaginative

    Pioneers are the social butterflies and adventurous spirits in the workplace. When managing this type of employee, it’s important to give them the creative freedom to explore new ideas. They don’t like being confined by rules or structure and may have a hard time focusing on the smaller details of a project, so don’t try to micromanage them.

    Lean on your pioneers to think out-of-the-box and come up with creative new ideas, perhaps in a group brainstorming session, but then shift the project details and execution to your drivers and guardians.

     

    How to Manage the “Driver”

    If pioneers are the wheels, then drivers are the fuel that keeps it going. Ambitious and efficient, drivers are motivated by results and will always rise to meet a challenge. Drivers are described as:

    • Logical
    • Focused
    • Competitive
    • Quantitative
    • Deeply curious

    Drivers are laser-focused and work quickly, so they need to be continuously fed new challenges or they risk getting bored or frustrated by delays or long processes. When you come to them with new assignments, they’ll appreciate clearly defined plans and processes and will work tirelessly to meet and exceed your expectations and goals.

    Because of their workaholic tendencies, drivers may also struggle with work-life balance, as they can easily be consumed by the tasks at hand. Reinforce good habits, like taking lunch breaks, not responding to emails after hours, and delegating tasks when their plate is full.

     

    How to Manage the “Integrator”

    Integrators are best at bringing everyone together. If pioneers are the wheels, drivers are the fuel, then integrators are the ones who makes sure everyone gets a seat in the car. They see the value in workplace culture and understand how it can affect employee happiness and performance. The Integrator is:

    • Diplomatic
    • Empathetic
    • Nonconfrontational
    • Team player
    • Intrinsically motivated

    As intrinsically-motivated employees, integrators thrive when they can really get behind your cause. As a business owner, be sure to clearly define and communicate your company mission. 

    Similar to pioneers, it’s best not to micromanage your integrators. It’s important to show these employees that you trust and respect them, whether it’s allowing them to work remotely or believing in their idea. Finally, when assigning projects, don’t isolate your integrators. They work best in group settings, where they can bounce ideas off one another and play to each other’s strengths.

     

    How to Manage the “Guardian”

    Guardians are the employees who make sure you reach your destination on time and in one piece. They value stability and order and have great attention to detail. According to Business Chemistry, Guardians are:

    • Reserved
    • Detail-oriented
    • Practical
    • Structured
    • Loyal

    Guardians are practical and structured, which means they can easily become impatient with seemingly wacky ideas or meetings that get off topic, but you may not notice.

    Guardians are quiet and reserved, so they may not always speak up in meetings and can be easily forgotten. They need time to process, digest, and formulate a well-thought-out response. When managing this type of employee, it’s best to follow up with them the next day to ask for their thoughts or opinions. Because they’re fiercely loyal to their employers, you know your company’s best interests will be at the heart of all their decisions.

     

    Employee Management Assistance

    While no single workplace personality is “the best,” managing these different workplace personalities can be challenging for business owners and managers. Need assistance? Outsourcing human resources to a professional employer organization (PEO) like Group Management Services (GMS) can help with employee management. From employee recruitment and retention to performance management, GMS can guide you through any issues you’re faced with, while you keep full control of your employees.

    In addition to human resources, GMS offers a full suite of HR services, including payroll, risk management, employee benefits, and more. Contact GMS today to request a consultation.

  • An underperforming employee in your organization is an unfortunate reality that every business owner may have to face at one point or another. When an employee is failing to meet expectations, not only do those directly associated with that employee suffer, but the entire company will eventually feel the ripple effect of these behaviors. These repercussions are typically felt more greatly and much more quickly within a smaller business, where every employee tends to play a larger role in the success and failure of your operation.

    Eventually, though, you’ll reach a point where it’s clear that the situation has to change. While terminating the employee may seem like the logical course of action when you reach this point, performance improvement plans may offer a better approach to employee performance management.

     Silhouette of a businessman pushing a boulder up a hill.

    What is a Performance Improvement Plan?

    A performance improvement plan (PIP), sometimes referred to as a performance action plan, is a tool used to give an underperforming employee the opportunity to succeed. Essentially, it can be viewed as a probationary period for employees. The plan itself should be a formal, written document that outlines any recurring behavioral and/or performance issues along with a specific timeline for the employee to achieve certain goals to regain good standing in the company.

    Steps to Implementing a Performance Improvement Plan

    The Society for Human Resource Management (SHRM) outlines the steps that organizations should take to implement a performance improvement plan:

    1. Identify the Underperforming Employee

    Underperforming employees can be challenging to identify within an organization. For example, an underperformer could be a new hire that has a larger learning curve than originally anticipated. Even a top performer can become disengaged if there’s a lack of growth opportunities or challenges. According to PeopleGoal, an employee experience platform, some signs that may suggest that an employee is struggling include:

    • Decreased productivity
    • Decreased engagement
    • Increased time off
    • Increased tardiness

    2. Determine the Right Course of Action

    Performance improvement plans can be beneficial in certain circumstances. However, they can also be a detriment if there isn’t a genuine commitment to improvement. SHRM says that performance improvement plans should be implemented when there is “a commitment to help the employee improve, not as a way for frustrated managers to start the termination process.” 

    To assess whether a performance improvement plan is the appropriate next step, ask yourself:

    • Is it likely that the issue can be resolved through a formal improvement plan? Problems that involve sales goals, quality ratings, and other quantitative objectives are typically issues that could be resolved with a performance improvement plan. Issues related to a poor attitude or bad behaviors, on the other hand, usually aren’t as well-suited to using the goal-oriented process of a performance improvement plan.
    • Has the employee received the proper training to perform the job well? Was the employee’s onboarding process sufficient? Additional training outlined in a performance improvement plan can help correct any gaps in training.
    • Is there a known personal issue affecting the employee’s performance? When an employee experiences troubles in their personal life, it can affect their work performance. A performance improvement plan can help the employee get refocused and back on track in a reasonable time frame.

    3. Draft an Improvement Plan

    Once the need for a performance improvement plan has been established, it’s time to start drafting the plan. As you write the performance improvement plan, be sure to:

    • Define what is considered an acceptable level of performance. Consider the employee’s job description as well as the company guidelines outlined in your employee handbook.
    • Identify areas where the employee’s performance is lacking. Include specific details, such as dates, specific data, detailed explanations, and any previous guidance or reviews given to the employee.
    • Set specific, measurable, attainable, relevant, and time-bound (SMART) goals. Keep in mind, performance improvement plans usually last 30, 60, or 90 days. An example of a SMART goal could be, “John Smith must produce at least 100 units per month for the next three months.”
    • Provide guidance on what the company will do or provide to help the employee achieve these goals. For example, a manager might provide additional training, resources, or coaching to help an employee close a skills gap.
    • Include how often you will meet with the employee to review their progress. Weekly check-in meetings can be common, but the frequency can depend on the goals or circumstances.
    • Clearly state the consequences of not meeting the objectives of the plan. Consequences may include a demotion, transfer to a different position, or termination.

    4. Review the Plan

    It’s important to remove any bias against the employee from the performance improvement plan, especially if you work closely with the employee. Ensure that the performance issue is clearly stated, the goals are fair, and the deadlines are reasonable. It could be in your best interest to have someone in HR review the plan to ensure the plan is attainable and fair.

    5. Implement the Plan

    It’s now time to meet with the employee to discuss the plan and your expectations. A word of caution: performance improvement plans tend to get a bad rap with employees, as they can often be seen as the first step toward termination. As a result, some employees may decide to quit, rather than stick around for what they believe to be inevitable. It’s also important to note that not every employee will respond to criticism well.

    When you meet with the employee, it’s important to communicate the company’s commitment to the plan and to the employee’s success. Employee feedback should also be encouraged during this time to help clarify any areas of confusion and understand their perspective on the current situation. After reviewing the plan and making any modifications, you and the employee should both agree to and sign the written plan.

    6. Monitor Progress

    As stated in the performance improvement plan, you should regularly meet to review the employee’s progress toward meeting their performance goals. Ensure all meetings are scheduled and occur on time. Cancelling, rescheduling, or tardiness to meetings could convey a lack of importance or commitment from you to the employee.

    During these check-in meetings, evaluate the employee’s progress, identifying why progress has or has not been made. If needed, provide solutions or resources to help get the employee back on track.

    7. Plan Conclusion

    The outcome of a performance improvement plan is situational. In an ideal scenario, the employee would reach their goals by or before the plan’s deadline. If this is the case, formally close the performance improvement plan, recognize the employee’s success, and allow the employee to continue employment with the expectation of continued good performance.

    If an employee falls short of meeting their performance goals in the given timeline but is committed to improvement, it could be worthwhile to extend the deadline. In other situations where the employee is unable to improve or their performance worsens, you’ll need to consider whether a transfer, demotion, or termination would be in the best interest of the company.

    Benefits of a Performance Improvement Plan

    Regardless of the outcome, there are many benefits to implementing a performance improvement plan. The process of identifying the root causes of poor performance, outlining clear expectations for improvement, and giving the employee a chance to rectify shortcomings could save significant time and costs related to termination and re-hiring. Additionally, by having these types of plans in place, you’ll create a culture of performance accountability and continuous improvement along every rung on the corporate ladder. 

    Employee Performance Management Services

    As a business owner, performance management is critical to making decisions related to training, career development, compensation, transfers, promotions, and termination. Professional employer organizations (PEOs) like Group Management Services can help. Whether it’s reviewing a performance improvement plan, documenting performance reviews, or even initiating demotions, transfers, or terminations, we can take on the administrative challenges associated with managing employees. In addition to performance management, we can provide comprehensive HR services, including payroll, benefits, and risk management. Contact GMS today to learn more about our employee performance management services.