Performance improvement
- Agents rostered once shrinkage is added
- 117.6
- Workload in the interval, hours
- 35.00
- Agents the raw workload needs
- 70.00
The numbers on this page come from the inputs you enter and the method stated: 3,600 seconds to an hour, 52 weeks to a year, twelve months to a year, and nothing else. No industry shrinkage figure, no occupancy benchmark and no assumption about your attrition; every one of those is yours to enter.
Performance improvement is what an employer does between noticing that somebody is not delivering and either fixing it or parting company. It is a process question before it is a people question: who raises it, how quickly, what is written down, what support is offered and how long the clock runs. Teams that have not decided those things in advance improvise them under pressure, which is how the same situation gets handled three different ways in one year and becomes an employment problem rather than a performance one.
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Separate a capability problem from a clarity problem
A large share of what gets labeled underperformance is somebody working hard on the wrong thing, or on a thing nobody told them was the priority. The first conversation should establish which it is, because the remedy for confusion is a conversation and the remedy for capability is a plan, and they are not interchangeable.
Put a clock on it, in writing
An improvement conversation with no end date is one both sides can avoid for a year. Set the period, the specific things that have to change, how they will be judged and when the review points are, and give a copy to the person. Vagueness here is what makes the outcome contestable.
Support has to be specific too
Training, shadowing, a changed workload or a different manager are the usual levers, and naming which one you are pulling turns a warning into a plan. It also tells you afterwards whether the support was the missing piece, which is worth knowing before the next case.
Record the review points as they happen
The decision at the end of the period is only as good as the notes from the middle of it. Keep each review point against the person with the date and what was said, and the final conversation writes itself from the record instead of from memory.
Will it do what you need for Performance improvement?
Tell us how your team plans its staffing today and where the number gets argued; a person who has built one answers.
Performance improvement: common questions
How long should a performance improvement period be? Long enough for the change to be visible in the work, which for most roles is between one and three months. Shorter periods usually measure effort rather than results; much longer ones stop feeling like a clock.
Who should raise it, HR or the manager? The manager raises it, because it is about the work. HR owns the process, the consistency between managers and the record, which is why the two halves are kept apart.
Does this cover the formal plan document? No. The plan template and its wording are the appraisal product's subject. This page is the process around it: when it starts, what it has to contain and how the review points are recorded.
Orgplanly Pro
Keeping what you make
The worksheet answered today's question. Pro keeps the answer: the plan you just worked saved against the team it belongs to, re-opened at the next review instead of rebuilt, branded and exported for the budget meeting.
- Download the finished checklist or intake form as a file the client accepts
- The paperwork goes out clean, without the Kickoffo watermark
- Re-use the checklist for the next client instead of rebuilding it
- Your firm's logo on every checklist and form you send
- Export every client's onboarding at once when the account review or the buyer asks
- Send the plan for review from the record, not a spreadsheet
- Not part of Orgplanly today; your billing stays where it is
- Not part of Orgplanly today; your ledger stays where it is
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