PERFORMANCE IMPROVEMENT POLICY

Human Resources Service

NB. This policy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled and cannot be guaranteed to constitute the current version of the policy. POLICY SCHEDULE Policy title Policy owner Policy lead contact Approving body Date of approval Date of implementation Version no. Related Guidelines, Procedures, Codes of Practice etc. Review interval

Performance Improvement Policy Human Resources Service Human Resources Service Employment Policy Committee 23 October 2012 01 November 2012 V02 – 231012 The Equality Act 2010, ACAS Code of Practice 2016/2017

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A.

POLICY

1.

Contents

A. POLICY ..................................................................................................... 2 1. Contents ................................................................................................... 2 2. Introduction .............................................................................................. 2 3. Aim and Objectives ..................................................................................... 3 4. Scope ....................................................................................................... 3 5. Definitions/Authorities ................................................................................. 3 6. The Policy Principles .................................................................................... 3 7. Equality, Diversity and Inclusion (with particular reference to disability reasonable adjustments) and Equality Impact Assessment Statements ....................................... 5 8. Records Management Statement ................................................................... 6 9. Risk Management Statement ........................................................................ 6 10. Roles and Responsibilities ............................................................................ 6 11. Contact Details .......................................................................................... 7 B. PROCEDURAL GUIDELINES .......................................................................... 8 1. Action Short of Invoking the Formal Procedure (ie “Informal” Action) .................. 8 2. Stage 1 - Formal Procedure .......................................................................... 8 3. Stage 2 - Formal Review............................................................................. 10 4. Stage 3 - Final Review ............................................................................... 11 5. Appeals ................................................................................................... 12 PERFORMANCE IMPROVEMENT PLAN – EMPLOYEE’S NAME: ..................................... 14 Conducted by: .............................................................................................. 14 Key responsibilities from ................................................................................. 14 Job Description that ....................................................................................... 14 require improvement ..................................................................................... 14 2.

Introduction

2.1

The University is committed to the continuous training and development of employees and seeks to support employees in attaining the highest possible standards of performance. All employees have a responsibility to perform their duties to a satisfactory standard. The University endeavours to support the attainment of such standards by observing rigorous selection procedures which aim to ensure that employees have the necessary skills, knowledge and experience to carry out their responsibilities.

2.2

The University recognises that for a variety of reasons employees may require support to ensure the satisfactory standard of performance required for their role is realised. Every reasonable step should be taken to provide support and guidance before invoking this policy. However if it is deemed necessary to invoke this policy and associated procedures, all efforts will be made to ensure that they are applied fairly and consistently.

2.3

The University requires those with supervisory and management responsibilities to take the necessary steps to ensure that employees are performing satisfactorily in their posts and where appropriate adequate guidance and support is provided, including training and development. Furthermore, it is expected that employees who experience difficulties with their work will bring this to the attention of their manager and seek appropriate help and support.

2.4

This Performance Improvement Procedure meets the requirements of current employment law. It was developed using the ACAS Code of Practice as a guide. It is based on the definition of a fair process as laid out in the ACAS Code.

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Further information on the ACAS Code of Practice may be found at the ACAS website: www.acas.org.uk. 3.

Aim and Objectives

3.1

The aim and objectives of this policy are: 3.1.1 to inform employees and where performance falls performance which arises part of the employee must

managers of the procedures which will apply to an unsatisfactory level. Unsatisfactory from lack of application or negligence on the be dealt with through the Disciplinary Policy.

3.1.2 to ensure consistent and fair treatment of all employees in the application of these procedures. 3.2

To support employees in improving or restoring satisfactory standards of performance where this is considered to be unacceptable.

4.

Scope

4.1

This policy applies to all permanent and temporary employees, excluding "holders of senior posts"1, who work under a contract of employment.

5.

Definitions/Authorities

5.1

Under this policy, the following authorities apply:

Policy / Process Performance Improvement Policy and Procedure

Delegated Powers

Delegated Right to Hear Appeal

To issue warnings - line manager or other suitable manager To dismiss - Senior Management Team member (not previously involved)

Appeal against a warning - Any higher level manager not previously involved Appeal against Dismissal - Any member of the Senior Management Team not previously involved Appeal against Suspension - Any member of the Senior Management Team not previously involved

To suspend - Vice Chancellor or their delegated representative who must be a holder of a Senior Post 6.

The Policy Principles

The following principles will normally apply where performance falls below standards required: 6.1

The sequential steps of the Performance Improvement Procedure will normally be: An informal stage is to be exhausted prior to any formal stages in the procedure being invoked, other than in exceptional circumstances. In the normal course of events, the line manager will take action outside the formal procedure and arrange an informal meeting with the employee as soon as it becomes apparent that their performance is below the required standard.

1

Holders of senior posts means the Vice-Chancellor and the holders of such other senior posts as the Directors may determine (Memorandum and Articles of Association Section 1).

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Stage 1 Stage 2 Stage 3

Formal Interview Formal Review Final Review

6.2

The purpose of having Stage 1 within the procedure is to ensure that all reasonable steps are taken prior to it being necessary to invoke stage 2 or 3.

6.3

The employee has the right to be accompanied by a work colleague or trade union official.

6.4

Where an employee is required to attend a meeting under the formal stages of this procedure, s/he will be given at least 7 calendar days notice of the time and place, unless there is a mutual agreement for it to be held at an earlier date and time.

6.5

Under all circumstances, meetings and investigations will be timely, and at all times conducted with impartiality and fairness.

6.6

In order to ensure performance improvement matters are resolved as quickly as possible, suggested time limits are proposed for stages in the procedure. Where it is not practicable to adhere to these time limits, all relevant parties will be informed including the reason why.

6.7

The ACAS Code states that where an employee is persistently unable or unwilling to attend a formal meeting without good cause the employer should make a decision on the evidence available. The University defines persistently as an employee failing to attend two scheduled times for the same meeting (namely being unable or failing to attend a reasonably re-arranged meeting at the set date and time having previously agreed to attend or having previously failed to inform the University of an inability to attend the date or time suggested and arranged).

6.8

Consideration may be given to demoting or reassigning an employee as a result of continued inadequate performance. Reduction in status or remuneration may also take effect.

6.9

Under normal circumstances, no employee will be dismissed on the grounds of poor performance without each stage of the procedure being taken into account. However, in exceptional cases, where the actual or potential consequence of the poor performance is considered to be serious then the procedure may be implemented at any stage.

6.10

In all cases, managers should consult the Human Resource Service before a formal meeting takes place. A representative of Human Resource Service may attend the formal meeting.

6.11

In cases of serious malpractice consideration should be given (and advice sought) as to whether the matter also needs to be referred to a relevant professional (eg Institute of Learning, Nursing and Midwifery Council, General Teaching Council etc.)

6.12

An employee will have the right to appeal against any sanction imposed under the formal performance improvement procedure.

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6.13

Where action is being considered against an employee who is a trade union representative the normal performance improvement procedure should be followed. Depending on the circumstances, however, the HR Service may discuss the matter at an early stage with an official employed by the union, after obtaining the employee’s agreement.

6.14

Where an individual is subject to a formal warning under the University’s Performance Improvement Policy and Procedures, the annual increment will be withheld. An increment will only subsequently be awarded (without back dating) once the warning has expired (normally 12 months). The next increment will then be awarded at the normal increment date.

6.15

Issues of performance are central to the annual Performance and Professional Development Review (PPDR). However, the PPDR should not be used to raise any issues of under performance which have not previously been discussed with the employee either on a formal or informal basis.

7.

Equality, Diversity and Inclusion (with particular reference to disability reasonable adjustments) and Equality Impact Assessment Statements

7.1

The Equality Act 2010 harmonises, and in some cases, extends discrimination law covering the “protected characteristics” of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief (including lack of belief), sex and sexual orientation. It addresses the impact of recent case law and the ban of “disabled by association” is extended to all protected characteristics. The University has developed a Single Equality Scheme to implement the Equality Act within the University practices and procedures. This can be found at: http://staff.cumbria.ac.uk/DocumentLibrary/PublicANDInternal/LISS/EDI/uocSing leEqualityAndDiveristyScheme.pdf

7.2

Within the Equality Act it remains permissible to treat a disabled person more favourably than a non-disabled person. It remains lawful to make reasonable adjustments in relation to employment, education and services to ensure that there is true equality of opportunity for disabled people, namely: 

Where a manager believes that an employee may be disabled within the meaning of the Act or may nonetheless need additional support, advice must be sought from their assigned member of the Human Resources Service before any action is taken.

7.3

This Equality Scheme and its implementation will be monitored in line with relevant legislation for its impact on different equality groups. This process will provide a check on whether there are any differences and allow the University to assess whether these differences have an adverse impact on any particular group such that appropriate action is taken.

7.4

These are important issues and further information should be sought from the University’s LISS Manager (Equality, Diversity & Inclusion Policy) as required.

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8.

Records Management Statement

8.1

The records associated with this policy are controlled by the Human Resources Service and will be created, stored and disposed of in line with the University’s Records Management guidelines and procedures.

8.2

The University is committed to complying with the requirements of Data Protection legislation and regulations and any personal data created as part of this policy will be processed in accordance with the University’s Data Protection Act procedures. This includes ensuring that data is held securely, is not disclosed unlawfully and is destroyed when no longer needed.

8.3

The University also aims to ensure that users of this policy are aware of Data Protection, Freedom of Information and Records Management issues associated with this policy.

9.

Risk Management Statement

9.1

Failure to comply with this policy could lead to breaches in employment legislation and may give rise to claims against the University.

10.

Roles and Responsibilities

10.1

In order to support the implementation of this policy, it is the responsibility of: 10.1.1 Managers a) b) c) d) e) f)

to implement the University’s performance improvement policy and procedure; to ensure that employees understand the University’s performance improvement policy and procedure; to ensure that employees understand the standards expected and are provided with timely feedback on performance, both formally and informally; to take the necessary steps to ensure that all employees are performing satisfactorily in their posts; to use the performance improvement procedure only when it is clear that there is a problem with an employee’s performance; to consult Human Resource Service prior to a formal meeting taking place.

10.1.2 Employees a) b) c)

to be aware of the University’s performance improvement policy and procedure; to seek appropriate help and support if they are experiencing difficulties with their work; to co-operate fully in the implementation of this procedure and work jointly with their line manager to seek to improve their performance in the job.

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10.1.3 Human Resources a) b) c) d)

to ensure that advice, support and training is available to managers on ways of dealing with poor performance; to ensure that the University’s performance improvement policy is readily available and understood; to regularly review and monitor the operation and effectiveness of the performance improvement policy and procedures; to ensure compliance with legal obligations and the ACAS Code of Practice.

11.

Contact Details

11.1

For procedures to be followed in relation to this policy please consult the Procedural Guidelines in the next section. To access related HR policies and procedures, please look at the HR Policies Handbook on the University website.

If you require further guidance or information or require this document in another format (eg CD, audio cassette, Braille or large type), please contact the relevant member of the Human Resources Service (see http://staff.cumbria.ac.uk/StaffSupport/HumanResources/HRContacts.aspx) ________________________________________________________ UNIVERSITY OF CUMBRIA POLICY DOCUMENT CONTROL SCHEDULE All University of Cumbria Policies must include a completed Policy Document Control Schedule consisting of the Policy Schedule (see front cover) and Review Schedule and (see below) which should be completed as appropriate. REVIEW SCHEDULE Version no. Review interval V01 – 090311 2012/2013 V02 – 231012

2016/2017

Reviewed by

Approved by

Date of Approval

HR

EPC/JNCC

24 June 2011

HR

EPC/JNCC

23 October 2012

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B.

PROCEDURAL GUIDELINES

The normal expectation is that the following procedural guidelines will apply. However, on occasions, and for exceptional reasons, there may be the need to vary the procedures to suit individual cases / circumstances, and accordingly the University reserves the right to amend the procedures. The University will consult with the recognised union(s) regarding any proposal to vary the procedure and will be mindful of, and adhere to, the ACAS Code of Practice in any amendments made to the procedures. 1.

Action Short of Invoking the Formal Procedure (ie “Informal” Action)

1.1

It is expected that minor instances of unsatisfactory performances will be dealt with outside of the formal procedure (ie on an “informal” basis) by the manager of the employee concerned. The manager will discuss and record the issues with the employee with a view to coaching them towards improving and sustaining satisfactory performance. This is more likely to produce effective solutions, minimise conflict and allow the employee to maintain positive working relationships. The manager will also discuss with the employee the reasons behind the unsatisfactory performance. If the reason is related to the fact that there have been substantial changes to the role that the employee has been expected to perform, it is expected that the manager will offer support to the employee to help them achieve a satisfactory level of performance. In addition, the manager will try and identify any problems or underlying reasons for the under performance before invoking the formal stages of this policy.

1.2

Where there are health related issues, advice from the HR Service (in conjunction with the Occupational Health Service, where appropriate) should be sought in the first instance and where appropriate the University’s Attendance Management Policy and Procedure will be invoked.

1.3

The manager will normally follow up any discussions outside of the formal procedure with a note to the employee confirming their discussion, and any agreed actions and development and explaining that if the informal action does not bring about an improvement, then the formal stages of the performance improvement procedure may be instigated. For Letter 1 - Confirmation of Outcome of Informal Action see http://staff.cumbria.ac.uk/performanceimprovement and Appendix 1 for the Performance Improvement Plan.

1.4

If the informal action does not bring about an improvement within 4 weeks or in situations where the matter is more serious the following procedure will apply. Before invoking the formal procedure, line managers should refer to the Performance Improvement Policy - Line Manager Guidance Line Manager Guide StaffNet

2.

Stage 1 - Formal Procedure

2.1

As soon as a concern is identified by either the line manager or the employee the issue must, in the normal course of events, be discussed. In these circumstances both parties will have every opportunity to discuss the concern, to make comments and agree and retain a written record of the nature of the problem, the agreed action and the timescale for review. A meeting will take place with the manager and the employee (who may be accompanied as previously outlined). Please see Letter 2 - Invitation to Stage 1 Formal Review Meeting at http://staff.cumbria.ac.uk/performanceimprovement. The employee should be given at least 7 calendar days notice of the meeting.

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At the meeting the manager will discuss: 2.1.1 Make clear the areas in which the individual’s performance is below expectation (explaining the grounds/evidence for this view); 2.1.2 whether the employee is clear about the performance standards expected; if not, the line manager will explain them to the employee; 2.1.4 Seek the employee’s commitment to reaching the required standards 2.1.5 Set a performance improvement plan, incorporating targets, standards, deadlines and further support (see Appendix 1). 2.1.6 Set a reasonable time frame within which improvement is expected. (When establishing timescales, it is important to consider the complexity of the tasks involved). 2.1.7 Once a performance improvement plan has been agreed, regular review meetings should take place. It is expected that these meetings will happen on at least a fortnightly basis. The performance improvement plan would normally be in place for a period of 6 weeks, however, depending on the complexity of the tasks, this could be extended up to 3 months. 2.1.8 Advise the employee of his/her right of appeal.

2.2

If the line manager believes that the sub standard performance is due to negligence or lack of application then the matter should be dealt with under the Disciplinary Procedure.

2.3

The Employee will be given an opportunity to offer an explanation for the poor performance. The manager will take into consideration the explanation offered by the employee before deciding if a written warning should be issued. If a written warning is issued for unsatisfactory performance, this will be confirmed in writing. Please see Letter 6 - Confirmation of Outcome of Formal Stage 1 Review meeting at http://staff.cumbria.ac.uk/performanceimprovement. The warning will be placed on the employee’s personnel file and will be disregarded after a period of 12 months.

2.4

It is important that notes are kept of all meetings, both informal and formal meetings. Notes of the meeting should be produced by the manager, with a copy sent to the employee for information. If the employee disagrees with the notes then s/he should set out their disagreement to the relevant HR Business Partner and the manager. A copy of the performance improvement plan will also be sent to the employee. The manager should send a copy of the notes and performance improvement plan (see Appendix 1) to their HR Business Partner for information.

2.5

If performance has improved and there is no further need to progress under the Performance Improvement Policy the line manager will inform the employee in writing. Please see Letter 9 - Confirmation of successful completion of review letter at http://staff.cumbria.ac.uk/performanceimprovement.

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3.

Stage 2 - Formal Review

3.1

At the end of the review period a formal review meeting must be arranged between the employee and their manager. Please see Letter 3 – Invitation to Stage 2 Formal Review Meeting at http://staff.cumbria.ac.uk/performanceimprovement. The employee should be given at least 7 calendar days notice of the meeting. They may be accompanied by a trade union representative or a work colleague.

3.2

The outcome of the review meeting will normally be one of the following: 3.2.1 If the required standards of performance have been achieved, employee will be advised of this and encouraged to sustain the improvement. If in the 12 months the warning is live there are further performance issues, this procedure will be invoked and will continue from the stage where the warning was issued. 3.2.2 3.2.3 If some reasonable improvement has been made but not to the standard required, then the review period should be extended by a reasonable period of time. The performance improvement plan should be revised as necessary. A reasonable period of time will generally be classed to be no longer than 4 weeks, however, consideration should be given to the complexity of the tasks involved. The extended review would normally be no longer than 2 months. 3.2.4 If there has been little or no improvement the employee should be advised that s/he has failed to improve, giving examples to support this. The performance improvement plan should be revised as necessary. A further review date will be agreed. This will normally be for a further 4 week period. Alternative options should be discussed with the employee, such as transfer to suitable alternative employment,where appropriate. The employee should also be reminded that, in the absence of other suitable options, termination of employment may result. 3.2.5 The employee must be advised of his/her right of appeal.

3.3

If there has been little or no improvement, a Final Written Warning will normally be given for unsatisfactory performance. This will be confirmed in writing, and reference should be made in the letter that failure to achieve a satisfactory level of improvement in performance or to maintain a satisfactory level of performance may result in the termination of employment. Please see Letter 7 Confirmation of outcome of Stage 2 at http://staff.cumbria.ac.uk/performanceimprovement. The warning will be placed on the employee’s HR file and will be disregarded after a period of 12 months.

3.4

Notes of the meeting should be produced by the manager, with a copy sent to the employee for information. If the employee disagrees with the notes then s/he should set out their disagreement to the relevant HR Business Partner and the manager. A copy of the performance improvement plan (see Appendix 1) will also be sent to the employee. The manager should send a copy of the notes and performance improvement plan to their HR Business Partner for information.

3.5

If performance has improved and there is no further need to progress under the Performance Improvement Policy the line manager will inform the employee in writing. Please see Letter 9 - Confirmation of successful completion of review letter at http://staff.cumbria.ac.uk/performanceimprovement.

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4.

Stage 3 - Final Review

4.1

At the end of the review period a formal meeting will be arranged with a manager more senior than the one who has dealt with the earlier stages and a HR representative will be present at the meeting. Please see Letter 4 – Invitation to Stage 3 Final Formal Review Meeting at http://staff.cumbria.ac.uk/performanceimprovement. The employee may be accompanied by a trade union representative or a work colleague.

4.2

The outcome of the review meeting will normally be one of the following: 4.2.1 If the required standards of performance have been achieved, the employee will be advised of this and encouraged to sustain the improvement. If in the 12 months the warning is live there are further performance issues, this procedure will be invoked and will continue from the stage where the warning was issued. 4.2.2 If significant progress has been made but further limited support is necessary to ensure a permanent satisfactory improvement, then the employee is to be informed of this and given examples and a further review date should be agreed. Normally, this would be no longer than a 4 week period. 4.2.3 If there has been insufficient improvement or an un-sustained level of improvement in performance within the timescales agreed, the employee should be advised that s/he has failed to improve, giving examples to illustrate the points raised. The employee must be advised that termination of employment is an option for the University.

4.3

The Manager should be satisfied that: 4.3.1 Reasonable practicable assistance has been/is being employee to help them achieve the required standard.

given to the

4.3.2 The line manager has acted fairly and consistently (taking account of the employee’s length of service, previous performance and the extent of unsatisfactory performance). 4.4

Once satisfied of the above, the Manager will: 4.4.1 Confirm to the employee the action taken to date and seek their input and recognition of what has happened. 4.4.2 Advise the employee of the options currently under consideration following the earlier review meetings, extension to review period, or transfer to suitable alternative employment; or where appropriate, consideration should be given to revising the current job description and grade to reflect more accurately the role performed; or if no other options are available, termination of employment. Where appropriate, advise the employee of any suitable available vacancies. 4.4.3 The meeting should be adjourned to consider all the facts before the manager reaches a final decision.

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4.4.4 When the meeting is reconvened, the manager will inform employee of his/her decision. Where there is the possibility of redeployment to a more suitable position, or where the employee is to be transferred to a lower grade job, s/he will be transferred to that grade with the associated salary. The employee should be allowed sufficient time, normally 10 working days, to consider the offer, and should be informed that a refusal will normally result in termination of employment. 4.4.5 Where there are no suitable redeployment opportunities acceptable to either the University or the employee, the employee will be advised that they are dismissed on the grounds of unsatisfactory performance in accordance with the notice provisions in their contract of employment. 4.4.6 They must be advised at the meeting and in writing of their right of appeal. 4.4.7 The outcome of the meeting should be confirmed in writing with copies to all present. Please see Letter 8 - Confirmation of outcome of Stage 4 Final Review Meeting at http://staff.cumbria.ac.uk/performanceimprovement. 5.

Appeals

5.1

All appeals must be submitted in writing, indicating the grounds of appeal. This should include any new facts not previously taken into account at the final review meeting (and providing full information relating to the same), and be lodged with the Director of Human Resources within 7 calendar days of the final review meeting.

5.2

The employee will have the right to be accompanied by an appropriate trade union official or work colleague at all performance review meetings and appeal meetings. It is expected that one individual only will accompany the employee.

5.3

All appeals will be heard as soon as possible and without unreasonable delay. The employee shall be entitled to 7 calendar days notice of the time and place of the appeal, unless an earlier date has been mutually agreed.

5.4

An appeal against compulsory redeployment/demotion or dismissal at Stage 3 will be heard by a member of the Senior Management Team not previously involved in the original decision at Stage 3 (ie the Appeals Officer). A member of the Human Resources Service will attend all appeal hearings to advise on points of law and procedure. The appeal format will be: 5.4.1 The employee will be given an opportunity to state their case. manager will be entitled to ask questions of the employee.

The

5.4.2 The manager will state their case. The employee may also ask questions of the manager. 5.4.3 The Appeals Officer may seek clarification of any matters raised. S/he has the right to adjourn the Hearing to allow further investigation of any allegations or facts. 5.4.4 Once the Appeals Officer is satisfied s/he has all the information needed to make a decision, the Appeals Officer will invite the manager and then the employee to summarise their case.

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5.4.5 The hearing will then be adjourned and all the available evidence reviewed by the Appeals Officer before a decision is reached. In considering his/her decision, the Appeals Officer will bear in mind the need to act reasonably in all the circumstances. The decision of the Appeals Officer at this stage will be final. 5.4.6 The options available to the Appeals Officer are: a) b) c) d)

Disallow the appeal and uphold the original decision. Uphold the appeal and reinstate the employee to their former position. Reinstate the employee to their former position with a recommendation for a further period of target setting, monitoring and review. Consider the possibility of a suitable alternative post.

5.5

The format of the appeal hearing will follow the principles set out in Paragraph 5.4.

5.6

Any decision will be communicated in writing as soon as possible (normally within 7 calendar days of an appeal hearing). The decision will be final.

6. Suspension or transfer to other duties 6.1

Where there are substantial issues of under performance, consideration may be given to transferring the employee to undertake other duties or suspension whilst the performance issues are being addressed. This may be used for example in such situations as contact with students, where continuing in such a post would have a detrimental impact on the student experience and the welfare of the employee. In cases where suspension is deemed necessary, this would be line with the suspension procedure as outlined in the Disciplinary Policy.

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Appendix 1 PART 1 The Discussion UNIVERSITY OF CUMBRIA PERFORMANCE IMPROVEMENT POLICY PERFORMANCE IMPROVEMENT PLAN – EMPLOYEE’S NAME:

Position: ........................................................................................................................................................................................................ Review Date: ................................................................................................................................................................................................. Conducted by: ................................................................................................................................................................................................

Primary Objective:

Key responsibilities from Job Description that

Specific Tasks & Competencies required

Expected Improvement /Outcome

What support has been provided or is required

Comments (Manager’s & Employee’s response as appropriate

require improvement 1.

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2.

3

4.

Comments (Manager’s & Employee’s response as appropriate I have read the above and agree with the assessment, comments and action arising. I agree with the review date of:

Date: ..............................................................

Employee’s name & Signature: (Participating in Performance Improvement Plan)

Print: .............................................................. Sign: ...............................................................

Manager’s name:

Print: .............................................................. Sign: ...............................................................

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PART 2 The Review of Part 1 Specific Tasks & Competencies required

Review and feedback

Comments (Manager’s & Employee’s response as appropriate)

Improvement Reached YES/ NO

1.

2.

3.

4.

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PART 2 The Review of Part 1 Comments (Manager’s & Employee’s response as appropriate I have read the above and agree with the assessment, comments and action arising. I agree with the further review date of (if required):

Date: ..............................................................

Employee’s name & Signature: (Participating in Performance Improvement Plan)

Print: .............................................................. Sign: ...............................................................

Manager’s name:

Print: .............................................................. Sign: ...............................................................

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