Performance
When it is clear to a manager that someone isn't accomplishing enough or working well with others, here is a guideline for how to handle under-performance.
At Catalpa, we strive to hire smart people who can get things done, and the bar to entry is already high with our interview process. However, the interview process is imperfect, and people may not live up to expectations.
We want people to be successful and give every opportunity to each individual to work effectively. At the same time, we need to balance the company’s needs and move quickly to handle underperformance.
When it is clear to a manager that someone isn't accomplishing enough or working well with others, here is a guideline for how to handle under-performance. This is only a guideline, and people may be let go without undertaking these steps--something we wish to avoid if possible.
Manager communicates to direct report during one-on-one that team member needs to improve. If there are extenuating circumstances, some leeway is granted, depending on the situation. Otherwise, manager documents a performance improvement plan (PIP) and shares with direct report. This plan includes:
Evaluation of current work by manager(s)
Clear metrics and concrete goals to improve (e.g. finish X before Y)
Resources/coaching necessary to achieve goals
The manager should consider involving Operations to help ensure consistency in the PIP process for any affected team member, and also to help protect Catalpa should legal claims arise at some point in the future. Operations does not need to be involved in the creation of the PIP (although they can help), but Operations should be notified of what is happening.
Team member gets time (e.g. 2-4 weeks; this can be longer or shorter and depends on the role and the circumstances) to demonstrate improvements and meet the goals that are outlined in the performance improvement plan. If insufficient improvements are made, the period for the performance improvement plan may be extended, at the discretion of the manager.
Otherwise, the team member is let go or his/her contract is canceled.
Manager writes a debrief:
How could this have been avoided?
Were there early signs that were missed?
In retrospect, what questions should have been asked? For example, "How would you compare yourself relative to your peers?" People are surprisingly honest here.
By using this process, letting people go should not be a surprise to the person in question, but it should be a surprise to the company. If a person does need to be let go, follow the process for involuntary termination and the off-boarding steps.
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