今日导读
BOUTPIP
关于绩效改进计划
For those of you who believe that the staff person who needs a formal Performance Improvement Plan (PIP) will never succeed in your organization, here is a success story.
对于那些认为员工需要正式的绩效改进计划（PIP）的人来说，其在所在的组织中永远不会成功，以下是一个成功的故事。
The newly promoted plant manager of a 150 person organization was failing miserably in the key deliverables his boss expected. Communication and performance improvement coaching did not appear to have an impact nor demonstrate that the manager was capable of improving.
一位新晋升的工厂经理在老板期望的关键交付中惨遭失败，该工厂拥有150人。沟通和绩效改进辅导似乎并没有什么作用，也没能证明该工厂经理有能力进行改进。
The manager's boss, the VP of manufacturing grew increasingly unhappy with the plant manager's performance.
该工厂经理的老板，制造副总裁开始逐渐对该工厂经理的绩效感觉不悦。
A formal PIP was developed for the plant manager that cited eleven goals and their measures of success. A ninety-day time frame was provided as these goals were challenging and not short-term items to accomplish.
一份为该工厂经理制定的PIP（绩效改进计划）应运而生，该PIP（绩效改进计划）举出了11个目标，以及衡量这些指标成功的方法。基于这些目标富有挑战性，且并不是短期就能完成的，因此，该PIP（绩效改进计划）时长为期3个月。
The manager was given a strong, supportive environment in which his supervisor's expectations for his success were a key factor. And guess what? He succeeded beyond their wildest dreams. All he had needed was serious direction about what he needed to do to succeed.
该工厂经理得到了一个强有力的、获得支持的环境，而上司对他成功的期望是一个关键的因素。你猜怎么着？他成功地超越了他们的最狂热的梦想。他所需要的只是认真地说明他需要做什么才能取得成功。
With the specific direction as laid out formally in the PIP, he had gathered his whole team, four supervisors and several members of his support staff, and shared the PIP with its eleven key goals. He asked for their help in reaching the goals so that he (and they) could succeed in the eyes of his boss. They did.
PIP（绩效改进计划），正式规定了具体的指导意见，该工厂经理召集了整个团队，包括：四名主管和几个支持他的员工，并分享了PIP（绩效改进计划）中的十一个主要目标。他要求团队帮助以达成目标，以便他（和他们）可以在老板的眼中是成功的。他们确实是那么做了！
So, watching this process play out made everyone involved believers in the power of a well-planned, measurable PIP that is reinforced by positive and expressed measurable support and encouragement.
因此，看着这一过程得以展开，让每一个参与到这一过程的人都相信精心策划的、可衡量的PIP（绩效改进计划）的力量，这一点得到了正面的加强，并体现可衡量的支持和鼓励。
Performance Management: Performance Improvement Plan
绩效管理：绩效改进计划
The Performance Improvement Plan (PIP) is designed to facilitate constructive discussion between a staff member and his or her supervisor and to clarify the exact work performance they must improve.
PIP（绩效改进计划），是为了促成员工与其主管之间的建设性讨论而设计，并需要澄清必须改进的准确的工作绩效。
It is implemented, at the discretion of the manager, when it becomes necessary to help a staff member improve his or her performance.
当管理者有必要帮助员工改进其绩效时，由管理者自行决定实施绩效改进计划。
The manager, with input from the affected employee, develops an improvement plan; the purpose of the activities outlined is to help the employee to attain the desired level of performance.
伴随着受影响员工的意见，管理者制定绩效改进计划；制定绩效改进的目的是：帮助员工达到预期的绩效水平。
The PIP differs from the Performance Development Planning (PDP) process in the amount and quantity of the detail. Assuming an employee is already participating in the company-wide PDP process, the format and the expectation of the PIP should enable the manager and staff member to communicate with a higher degree of clarity about specific expectations.
绩效改进计划（PIP）与绩效发展计划（PDP）流程在总量和具体数量上都有所不同。假设员工已经参与到了公司范围内的绩效发展计划（PDP）过程，PIP的格式和期望，应该能使管理者和员工在更清楚地了解具体的期望值方面进行高深层次的沟通。
In general, people who are performing their jobs effectively, and meeting the expectations of the PDP process, will not need to participate in a PIP. It is the rare, underperforming employee, whose performance the manager believes can improve with assistance, who is the normal participant in the PIP.
总的来说，能够高效胜任工作的人员，与可以满足绩效发展计划（PDP）流程期望的人，是不需要参与绩效改进计划（PIP）流程中的。只有很少表现不佳的员工，管理者相信他/她的绩效可以在帮助下得到改进，而他/她通常是绩效改进计划（PIP）的常规参与者。
In all cases, it is recommended that the manager's manager and the Human Resources department review the plan. This will ensure that employees experience consistent and fair treatment across the departments and across the company.
无论如何，建议管理者的经理和人力资源部审核绩效改进计划，这将能确保员工感受到在各部门和整个公司中获得始终如一的、公平的对待。
The manager will monitor and provide feedback to the employee regarding his or her performance on the PIP and may take additional disciplinary action, if warranted, through the organization's Progressive Discipline Process, if necessary.
关于员工在绩效改进计划（PIP）中的表现，经理将会进行监督，并向员工提供反馈，如果有必要的话，可能会采取额外的惩戒措施，如有必要，要通过组织的逐级惩戒流程。
The supervisor should review the following six items with the employee when using the document.
使用绩效改进计划（PIP）文件时，主管应该与员工回顾以下六项内容：
1. State the exact performance that must be improved; be specific and cite examples.
陈述需要改进的准确的绩效；陈述需要具体，并举例。
2. State the level of the work performance expectation and that it must be performed on a consistent basis.
陈述期望的工作绩效水平，并坚持不懈。
3. Identify and specify the support and resources that you will provide to assist the employee to succeed.
确定并详细说明帮助员工成功的支持和资源。
4. Communicate your plan for providing feedback to the employee. Specify meeting times, with whom and how often. Specify the measurements you will consider in evaluating the employee's progress.
为向员工提供反馈，请沟通你的计划。指定会议时间，和谁，以及多久。在评估员工的进度时，请详细说明你要考虑的衡量方法。
5. Specify possible consequences if the performance standards you are establishing in the document are not met.
如果你在绩效改进计划文件中创建的绩效标准没有达成时，请详细说明可能的后果。
6. Provide sources of additional information such as the Employee Handbook and anything else you believe will assist the employee to improve his or her performance.
请向员工提供诸如员工手册与任何你认为将能够帮助到员工改进其绩效的额外的信息。
Now that you are formally committed to helping your staff member improve his or her performance, please use the form that follows to document this commitment.
既然你正式承诺帮助员工改进其绩效，那么，请使用下面的表格来记录这一承诺。
Performance Improvement Plan Form
绩效改进计划表格
Employee Name:
员工姓名：
Title:
职务：
Department
部门：
Date:
日期：
Performance in need of improvement: (List the goals and activities the employee will initiate to improve performance. Include skill development and changes needed to meet work performance expectations.)
需要改进的绩效：
（列出员工将开始改进的绩效的目标与行动，包括为满足工作绩效期望的技能发展与转变。）
The targeted date for improvement.
改进目标时间：
Expected results: list measurements, where possible.
期望的结果：如果有可能，请列出衡量的方法。
Dates to review progress by the employee and supervisor.
员工与主管回顾绩效改进计划的日期：
Progress at review dates.
回顾日期的进展。
Employee Signature:_____________________________________________
员工签名：_____________________________________________
Date:__________________________________________________________
日期：__________________________________________________________
Supervisor Signature:_____________________________________________
主管签名：__________________________________________________________
Date:__________________________________________________________
日期：__________________________________________________________
Conclusion
结论
The formal performance improvement plan will not help every employee meet performance expectations every time that you use the process. But, if your organization approaches the tool properly, as a tool to help an employee succeed, you will have successes.
正式的绩效改进计划，不可能每一次都能帮助到所有员工达成绩效期望值。不过，如果，你所在的组织能够合理地将PIP作为帮助员工获得成功的工具使用的话，那么，你也会获得成功。
Refuse to think about the PIP as the first step in an employee leaving your employment. If you are convinced your employee will fail on the PIP, why would you write one at all? Just terminate the person's employment. It saves a lot of misery and anxiety all around and along the way. Use the PIP when you sincerely believe that the employee is capable of improvement.
请不要把绩效改进计划视为员工离职的第一步！如果你确信你的员工会在绩效改进计划中失败，那你为什么要写绩效改进计划呢？终止对该员工的雇佣吧！这能在一路上省去了不少痛苦与焦虑！请在自己确定员工能够改进时，再使用绩效改进计划吧！
Disclaimer: Please note that the information provided, while authoritative, is not guaranteed for accuracy and legality. The site is read by a world-wide audience and employment laws and regulations vary from state to state and country to country. Please seek legal assistance, or assistance from State, Federal, or International governmental resources, to make certain your legal interpretation and decisions are correct for your location. This information is for guidance, ideas, and assistance.
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