* / 24  performance improvement plan   *   copyright ibm corporation 2007  ibm confidential  *  ibm confidential  *  
performance improvement plan (low performer management)
성과 부진자 운영관리  hpc ( high performance culture)  tt (top talents) management  low performers management  mis (management-initiated separation)  mas (mutually-agreed separation)  self-selection  pa (performance attritions)  pip (performance improvement plan)  
the companys goal is to hire and retain employees who achieve/exceed their personal performance targets and demonstrate behaviors that help lead to the success of the employee and the company.
as our environment becomes more complex and the performance bar increases, some employees performance may not meet expectations.
once the low performers are identified, manager need to conduct career discussion with the low performers and corrective actions should be taken before the situation becomes critical.the corrective actions include interim reviews, management coach, warning of possible unsatisfactory assessment, pip (performance improvement plan) process, band demotion, mas (mutually-agreed separation) and dismissal.

if the low performers chooses to remain with the business and work on improving his/her performance, the employee moves into pip. the company expects the employee to improve his/her performance through pip

however, if the employee does not successfully complete the pip, managers should take actions to move the unsatisfactory performers out of business. staff with top talents  create, foster a positive work climate  recognize, reward and retain the best  improve the quality of the rest  move low contributors out of the business  develop their own leadership skills  a high performance culture requires   
managers to continually.
업적평가제도 process   고려사항   조직의 정서/문화 (온정주의)   회사의 경영이념과 핵심가치   도전적/창의적 행동의 저하   teamwork 저해 및 개인주의 팽배  단기 업적주의 팽배  우수인재의 유출  고용불안감  사기저하  조직에 대한 신뢰상실  cost (채용비용/교육훈련비용)  1 순위 : 고과성적 4  2 순위 : 3년 연속하여 고과성적 3  3 순위 : 2년 연속하여 고과성적 3  4 순위 : 지난3년간 고과성적 : 3 2 3   
5 순위 : 고과성적 xxx-xxx-3 이고 금년도 중간평가에서 고과성적이 3
추가 고려대상자   
같은 직급에서 4년이상이 되었는데도 고과성적이 3 (동일 직급에서 오래된 직원은 급여 수준과 경력을 고려할 때 당연히 성적이 뛰어나야 함이 일반적 기대임)
지난해 고과성적은 2 이었으나 금년도에 근무성적이 매우 심각히 저하되고 있음
straight talk (to all low performers)  
tell that he/she is a low performer in bottom.
convey manager’s view of an employees performance, skills, and/or behaviors.
(high possibility to continue to be in bottom performers.)
remind that there is no vision in our company for low performers, if not make significant improvement.
no career vision/no promotion/possibility of re-banding
no salary increase  
very limited opportunity for skill development
more/better opportunities outside our company.
tell that there is no organizations accepting low performers.
to category a-e low performers,   
offer mas (mutually agreed-on separation) before pip
(advise to accept mas rather than go-through pip)
tell him/her that      (이하 생략)