I read an article on performance improvement plans (PIPs). It got me thinking about how companies can better approach employee performance.

When a person in a workplace is not achieving outcomes, they are placed on a performance improvement plan. The PIP includes details on performance shortfalls and actions the person is expected to improve. It ensures that the supervisor is documenting issues and that the person is aware of the outcomes needed if they’re to stay on the job.  

Being placed on a PIP can be seen as a last resort. Some people resign. Others go on to achieve the outcomes needed to stay in the role.

It can be a career turning point. It creates self-reflection and the accountability needed for the person to change. A PIP is performance intervention–not unlike a person’s changing their lifestyle based on understanding the consequences of not changing.

We live in an intervention culture versus a prevention culture. What if we didn’t wait to focus on great performance? What if everyone was on a performance improvement plan? Aren’t we all trying to be better? We know preventive maintenance is a good thing. Taking steps to prevent illness and/or injury is a great thing. Even if an issue cannot be prevented, catching the situation early leads to a better chance of a good outcome.

 Here are a few tips for moving to a prevention approach:

* Complete a Personal Retention PlanTM (PRP) with new employees on day one. This is outlined in the book “Rewiring Excellence: Hardwired to Rewired,” which I wrote with Dan Collard.

The plan outlines, via a conversation with the new hire, what is important to them in a job and how they and their supervisor can best work together. It also demonstrates that the new hire is cared about. 

* Play catch up with current employees. A Personal Retention Plan works for new hires; however, let us transition it by giving every employee a personal development plan.

A study showed 84 percent of frontline employees are more likely to stay if they feel they are being invested in. For those in a leadership role, it is 92 percent.

* Do not wait to address issues. If you see it, say it. All too often what could have been corrected early is not addressed until the situation gets worse.

This falls into the “what is permitted is promoted” category. Showing a person what rights looks like and what is expected helps the person and the organization be better. After all, when the person was hired, it was with the expectation that they would do well in their role.

Yes, it is important to address performance issues and put people on an improvement plan. It is even better to have clarity on goals, solid measurement, consistent communication, and development for each person from the beginning. It saves lots of time, it’s the right thing to do, and it helps people grow and thrive–which, in turn, makes them more likely to stay. 

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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.