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Part 2: It Is Never Too Late to Handle and Document an Employee Who Is Not Performing Up to Standard

90 Minutes
6 months
Webinar Id:
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Recorded Version

$195. One Participant
$395 Group Attendees

Group Attendees: Any number of participants

Recorded Version: Unlimited viewing for 6 months ( Access information will be emailed 24 hours after the completion of live webinar)


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HSRM TrainHRLearning is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®. ?
1-hour educational program = 1 PDC.
1-hour and 15 minute concurrent conference session = 1.25 PDCs.
3-hour e-learning course = 3 PDCs.

It has been demonstrated that many managers fail to take the proper actions to handle and document a non-performing employee who has not performed up to the standards that have been set for them.

At this juncture, many managers do not know what action to take or how to move on with the situation. As a result of the employee's bad performance, many managers are debating among themselves whether or not they should continue to have this individual on board as an employee or whether or not they should let them go. However, since this is a hard situation, the manager needs to figure out which procedures are necessary and absolutely necessary in order to aid an employee in enhancing their performance.

Why you should Attend: Upon completion of this webinar, you will have a more in-depth knowledge of how to handle and document the behavioral difficulties that are linked with an employee who is not meeting performance expectations. You will also learn how to have the appropriate conversation in situations where an employee is unwilling to accept responsibility for their subpar performance. In addition to this, you will get the opportunity to acquire strategies for dealing with an employee who is not performing up to their potential during this encounter. You will walk away with some takeaways in the form of tools and resources that will aid you in dealing with the behaviors of employees that consistently underperform.

Areas Covered in the Session:
  • Acquire the skills necessary to identify a Performance Improvement Plan (P.I.P) and draft one
  • Find out why the employee handbook will be the best and most useful resource when creating a PIP
  • Learn the knowledge necessary to plan and record follow-up gatherings
  • What are the requirements for supporting documents?
  • What specific training is necessary for a worker who is not meeting expectations?
  • When an employee consistently fails to meet expectations, what steps should be taken?
  • How do you get Human Resources and upper management to back the reporting manager concerning a non-performing employee's poor performance?
  • How can we tell if the underperforming employee is making progress?
  • Find out why dealing with and recording instances of nonperformance promptly is so important
  • When there is no HR department, what should be done?
  • In what ways may HR serve as a resource in developing an effective PIP?
  • Identify the features that set a well-written performance improvement plan apart from a poorly written one
  • Learn what to do when multiple bosses have written up the same poor performer
  • Discover the steps that must be taken to improve the performance of a struggling employee
  • Learn the rationale behind a manager's reluctance to give constructive criticism for poor performance
  • Understand how delaying an action plan on a non-performing employee's poor behavior amplifies the situation for everyone involved
Who Will Benefit:
  • Employee Management
  • Performance Management
  • Small Business Owners
  • Leaders
  • Managers
  • Team Leaders
  • Department Heads
  • Supervisors and anyone in Leadership Role

Carolyn D. Riggins is the founder and owner of CDR Consulting Services specializing in training, coaching and identifying problematic gaps in organization. Ms. Riggins was in retail banking for 35 years with First Florida Bank, Barnett Bank, Mercantile Bank and TD Bank. At TD Bank, Ms. Riggins was successful growing her client’s relationship by 71 million dollars through valuable training and consistently coaching her teams. Ms. Riggins served in multiple capacity levels of management roles regarding the many banks in her career path. Under her leadership she was able to work as an Assistant Vice President Store Manager, Vice President Hub Manager and Vice President Retail Regional Manager.

In these varies leadership positions Ms. Riggins was successful with leading and helping her team by developing, coaching and training to achieve sales revenue growth, deposit growth, customer growth, lending growth and focusing on compliance. Also, she was selected as the Regional Bank at Work and Affinity Champion which she facilitated and delivered material through person-to-person workshop training or conference training.

In additional, Ms. Riggins utilizes her Bachelors of Applied Science degree in Management and Organizational Leadership from St Petersburg College to train team players to be successful in their roles. In addition, Ms. Riggins has a certificate of completion for Business Consulting. One of Ms. Riggins goal is to train and coach continuously by using her education and expertise daily to change, transform and impact great team players.

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