Performance Improvment Plan

Performance Improvement Plan

Kawine Doss

Walden University

Performance Improvement Plan

Introduction of Incident

        On the 10th April 2017, there was a regrettable incident in which the ball was dropped by two staffs: an administrative assistant and the mail room specialist. To send mails from our organization to another or to an individual, we have recruited another service provider to take care of these services. Service from a third party is not only fast but also safe and easy to manage. One of the reasons why we recruited this company is their professionalism when handling their affairs. We expected them to bring their experience to us. It is important to note that this is only possible if there is a good collaboration between our staffs and their staffs.

        On this same day there was a document that was to be picked up and delivered to a company where 30 of our staff members were to attend a fellowship. The letter was to confirm our acceptance of the request and also contained a check for our contribution.

        The normal process flow of an outgoing mail is that the staff sending the mail should make it available at the mailing room by 2:30 pm. The mailing room staffs are to pack the documents and have them ready by 3:00 PM. The vendor is to then come and collect the documents by 3:15 PM. The vendor changes extra charge for waiting if by 3:15 pm he is not released by the mailing specialist rooms. To avoid this, the mailing specialist has taken it as their task to remind staff members in advance. Staff members could be held up and therefore forgets on sending the mails. These mails sometimes contain very urgent and crucial information therefore any delays can cost the company dearly.

        On this occasion, the mailroom specialist for the day did not call the administrative assistant to ask if there was any document that the department wanted to send. The administrative assistant, despite this being part of their job description, did not take the documents to the mailing room. When the delivery team came, they picked only the documents that were available. It is till the following morning that the administrative assistant was discovering the mess. The deadline was already past and therefore the team could not attend the fellowship. This created a very bad image for the organization. The chief executive officer had to apologize in order to salvage the situation.

Needs assessment and gap analysis

Mailing room specialist: The gap on the side of the mailing room specialist is not mostly covered in the job description. In our organization, we endeavor to have staffs who are highly motivated and who are willing to go the extra mile. Administrative assistants and the mailing room specialists need to work hand in hand. It is expected that the staff would have gone the extra mile and asked the administrative assistant if they had any documents to send. The staff in this role needs to be checked if they are really well motivated in their work. Their boss needs to get their commitment to this company.

Administrative assistant: The job description of this role clearly states that the staff is to ensure that all incoming and outgoing mails are delivered and sent at the same time. One of the requirements for one to qualify for this job is their ability to work with their colleagues hand in hand. As per this case the staff was reckless and did not perform their duty as it would be expected. Their ties with other staff especially those whom they work closely with should also be looked at. To ensure that the staff is not over-engaged a survey needs to also be done to find out their engagement levels.

Manager Instructions

Mailing Room Manager: In this situation, there is a lot need to be done with the manger. As the mailing room manger, the staff on duty that day needs will be put on a performance Improvement Plan (PIP). This PIP will be clear and describe the issue that has taken place is unacceptable. The manger will be direct and use this PIP to improve their performance (Goetsch & Davis, 2014).

The Performance Improvement Plan document, appendix1, is clear on the deliverables expected for this one month period. The review will be done by you at the end of every week. Once the period is over you are to make a recommendation. There will be three options which include; recommending firing, extension of the PIP or discontinuance of the same (Rothwell, Hohne & King, 2012).  

Administrative Manager: There has been a reported lapse in your office. A letter that needed to be sent and with a very strict deadline was not sent. This led to staffs not being able to attend a fellowship. The chief executive office had to apologize on the behalf of the organization.

As part of the disciplinary process, the staff affected is to fill in the attached Performance Improvement Form, see appendix II. The deliverables spelt out are to be attained without failure. You are expected to monitor the fulfillment of this deliverable weekly and make a report,(Schilling et.al, 2010). At the end of the month you are to make a recommendation to fire, extend the PIP or terminate it in accordance with the staff performance.