Effective performance management does not come from following a rigid, bureaucratic process. It comes from understanding what motivates people and managing those conditions to help employees achieve their goals.

Our performance management approach is based on these fundamental principles:

1. Employees deserve the opportunity to understand what is expected of them in terms of their performance and behavior.
2. Progressive discipline and the related tools (i.e., Counseling Action Notice) are used to explain to employees what behavior is unacceptable and to give them the opportunity to improve their performance or change their behavior through coaching and/or corrective action.
3. An employee should never be surprised by disciplinary action and/or termination because the process should always begin with coaching and verbal feedback.

Progressive Discipline Process

Disciplinary action may take the form of verbal counseling, written warning, performance improvement plan/probation, or termination. Generally speaking, discipline should be progressive, although there are circumstances under which some steps in the disciplinary process can be bypassed.

For discipline to be progressive, each related event or incident must trigger a response that is more severe. Each “step” in the process more strongly encourages the employee to modify his or her behavior. The following are the list of progressive discipline steps:

• Verbal Warning: This consists of a discussion with an employee that clearly states a problem exists, clarifies the minimum expectation(s) and outlines the consequences of not correcting the problem.
  • A written record of the discussion, noting the date, event, and recommended action, can be placed in the employee’s file for future reference.
  • You can send a follow-up email to the employee to confirm understanding of the conversation and document that the conversation occurred. 
  • Based on the magnitude of the discussion, you can prepare a verbal Counseling Action Notice and ask the employee to sign document.
  • At a minimum, the manager should note the details of the conversation in his/her performance diary.

Examples:

• An employee has been late to work twice last week (note in your diary)
• A Leasing Consultant has poor attention to detail and has entered in incorrect information into the system on two occasions (documented via email)
• A Maintenance Technician has been slow to respond to several work orders and you’ve received a resident complaint (documented via Counseling Action Notice)

• Written Warning: Written warnings are used for behavior or policy violations which a supervisor considers serious or where a verbal warning has not helped to change unacceptable behavior.

• All written warnings should be documented on a Counseling Action Notice form. The written warning clearly describes the performance issue in concrete behavioral terms, clarifies minimum expectations, and explains expected performance.
  • This document should also state that continued instances of unsatisfactory behavior will result in further corrective action, up to and including termination.

Examples:

• An employee has called in sick three times this past month always on a Monday or Friday.
• A Maintenance Technician failed to respond to a work order which had a significant negative impact on a resident.
• For the past month, your Leasing Consultant missed two scheduled appointments.  You already have had two verbal discussions with her last month.

You should ask the employee to sign the notice and give him/her a copy.

• FINAL Written Warning: A “final” written warning is simply a written warning which includes the clear message that this is the “last chance” opportunity for the employee. This type of warning reiterates that further instances of unsatisfactory behavior/performance will result in immediate termination.

• Performance Improvement Plan (PIP) and Probation: A PIP is a written plan which specifically outlines the performance deliverables and minimum expectation(s) that must be achieved within a given timeframe (30-60 days).
  • Within this time period, the employee must demonstrate a willingness and ability to meet and maintain the conduct and/or work requirements as specified in the PIP.
  • The Manager should evaluate the employee’s progress weekly to ensure he/she is meeting the expected performance expectations. 
  • At the end of the probation period, the employee will either be removed from probationary status or, if established goals are not met, be terminated.

Example:

• A Maintenance Technician is slow to complete work orders and missed several critical deadlines.  You have already had several verbal counseling sessions and you want to closely monitor his performance for the next 30 days.
  • A Leasing Consultant has completed several training classes and continues to fail her shops and has had poor follow-up with prospects.  She has a good attitude, and you want to give her an opportunity to improve.

• Termination: Termination occurs at the end of an unsuccessful disciplinary process.  It is important that you never summarily discharge an employee without affording him/her due process. All the facts must be promptly and thoroughly investigated and documented before making the termination decision. Never terminate an employee without approval from the Chief Human Resources Officer.

In the end, the disciplinary response should be both fair and consistent with the way in which other similarly situated employees have been treated throughout the organization.

Writing Effective Performance Documentation

Emails, memos, Counseling Action Notices and Performance Improvement Plans are all documents that we may need at an unemployment hearing, mediation or in defense of a wrongful termination or discrimination claim. Here are the rules for “bulletproof” documentation:

1. State the position requirements

Clearly state what the job description or Hanover policy requires.

1. This position requires….the Leasing Consultant to be proactive
   1. This position requires…..the Maintenance Technician to follow up on every work order
2. Describe the performance issues in concrete terms with SPECIFIC BEHAVIORAL EXAMPLES

Describe the conduct, not the individual.  Avoid making broad judgements using words such as “always” and “never”.  Avoid vague phrases like “he isn’t a good culture fit”.  Explain why the employee is not a “good culture fit” by saying, he lacks strong customer service skills, or he lacks empathy for our residents. Follow these statements up with behavioral examples, recording specific dates to show when and where the unwanted behaviors occurred.  Keep all your observations job-related. 

• Reference prior discussions

Note all instances where you have discussed this problem with the employee (i.e., emails, conversations, team meetings).

• Explain the impact of the performance problem

Describe how this behavior has impacted the team, manager, residents, or property goals. This helps the employee understand why he/she needs to correct the problem.

• Describe your expectations

Be specific. Do not just tell the employee what NOT to do, tell your employee what they SHOULD do (i.e., the employee should enter a follow-up call into Entrata within 24-48 hours).

• Describe the actions that need to be taken to correct the problem

Describe clear action steps with dates and times (i.e., I expect your report to be turned in by 5pm every Friday).

Failure to follow policy or procedure

1. Describe specifically the facts/events that led to the counseling:

On March 17, Bill was counseled about following Hanover’s policy regarding resident lease criteria.  I discussed this with Bill in March when he processed a lease for the resident in unit 105; this individual did not meet our lease criteria.  This past week, we had a resident transfer from another Hanover property.  I told Bill to process the transfer following our standard/normal procedure. I also told Bill to call the prior Property Manager and ask him about the resident.  Bill failed to follow my instructions, nor did he follow the standard Hanover process. I asked Bill today to confirm the resident’s past payment history and we learned that he left the prior property owing $700 in back rent.

• Describe improvement required; conduct/behavior that should change:

It is imperative that Bill follows Hanover policy 100% of the time.  Bill has been trained on all Hanover leasing policies and understands them. His failure to follow the policy and his supervisor’s instructions negatively impacted the financial status of our property.

• Performance Improvement; goals and timelines:

Bill should review his Ready, Set, Lease materials this week.  If he has any questions regarding Hanover policy, he should ask his supervisor immediately. He should adhere to resident leasing criteria 100% of the time.  

Failure to perform duties/general performance

1. Describe specifically the facts/events that led to the counseling:

On April 16, Sue was given a written warning for failing to adequately perform her assigned duties.  She was instructed to clean certain areas and pick up trash, however, the areas were not thoroughly cleaned, and all the trash was not picked up.  There were streaks, stains and dead bugs remaining in the unit.  Her supervisor had to ask several times for the areas to be cleaned and re-cleaned.  During March and April, Sue had to be reminded repeatedly to finish her work and stay on task.  This month, units #102 and #106 were not adequately cleaned for three days.  Sue claimed no one had told her to clean the units, however, she knew the residents moved out at the beginning of the week and they were on her checklist.

• Describe improvement required; conduct/behavior that should change:

Sue should pay attention to detail and her supervisor should not have to review her work several times to ensure the units have been cleaned to Hanover standards. It is Sue’s responsibility to prioritize her day to ensure she complete all her assigned duties and ask questions if she is unclear about which apartments she should focus on.  She should take the initiative and ask questions.  Her supervisor is always available to answer questions.

• Performance Improvement; goals and timelines:

Sue will be placed on a 30-day probation during which we will monitor her performance on a weekly basis.  She should focus on completing all her tasks every day without being reminded.  And Sue should complete all tasks to Hanover quality standards. Even though Sue’s probation does not end until May 30, Sue should understand that her inability to meet these expectations could result in her termination on or before that date.

Poor Customer Service

1. Describe specifically the facts/events that led to the counseling:

During the past month, I have witnessed several instances of poor customer service by Tanya.  She was talking to an upset resident on the phone and her tone was very curt and short.  She said, “well that’s not our fault if you can’t pay your rent. That isn’t my problem.”  There have been other instances where she has been slow to respond to resident issues. I have asked her if she has followed up on an issue and she has failed to do so. On April 3, I received a call from Mrs. Perkins who said that Tanya had been rude to her when they were discussing a maintenance order that hadn’t been completed. Tanya told Mrs. Perkins that it wasn’t her fault if maintenance didn’t fix it. All she could do was ask them to do it again and wait for them to do it.

• Describe improvement required; conduct/behavior that should change:

This type of behavior is unacceptable.  Tanya should be very responsive to all customer needs.  She should remain calm and polite even when dealing with angry or upset customers.  She should maintain a positive attitude and make the customer feel that their issue is important, and she will resolve it quickly. It’s important to convey a sense of urgency by explaining that she will follow up by the end of the day.  Tanya should always support other members of the property team, even if they are performing work that she can’t control.  If one member of the team fails, we all fail.  She should not blame our Maintenance team or speak negatively about another teammate to a resident. Tanya should investigate the situation and work with her teammates directly to resolve any service issues.  If she’s unable to resolve the service issues with her teammates, she should consult with her Manager.

• Performance Improvement; goals and timelines:

Delivering outstanding customer service is the primary part of Tanya’s job.  Tanya should respond to all customer issues within 24 hours.  She should call back and let the customer know that she is working on the issue even if it has not been resolved. 

Failing to complete work in a timely manner

1. Describe specifically the facts/events that led to the counseling:

During the past month, I have noticed that Roger has had a back-log of maintenance orders.  Normally, Roger quickly completes a maintenance order and does not have to be reminded to complete the associated paperwork.  However, we received two resident complaints about orders that were not completed for over a week. I reviewed the problems with Roger and told him that this turn-around time was unacceptable. Roger stated he just overlooked the orders and didn’t seem overly concerned that two residents had complained.  He told me that the residents were “complainers”, and he usually got all his work done. There have been other instances in the past when Roger has not completed an order and/or delayed an order because he was unhappy or upset with a resident.

• Improvement Required; performance or conduct that needs to change:

It is critical that Roger focus on completing all work orders in the required timeframe. He should talk with his supervisor about appropriately prioritizing his orders and should not prioritize based on personal preference.  I expect Roger to perform all his assigned duties quickly and efficiently and should not have an excessive backlog (i.e., only five outstanding orders at any one time).  If Roger has a concern about meeting a required deadline, he should discuss it professionally with his supervisor, however, he will be held to these standards.

Lack of motivation or sense of urgency/enthusiasm

1. Describe specifically the facts/events that led to the counseling:

It’s important that every employee at Hanover have a positive work attitude about the company and the job.  On several occasions, Mary displayed a very negative attitude about her job and her team.  Recently, Mary was transferred from Hanover Woodway to Hanover West Gray.  She was not happy about this transfer and expressed her dissatisfaction at that time.  I explained to Mary that we needed to make this transfer because of some recent property sales.  She has complained to her new team members several times during the past few weeks, stating, “well, I don’t want to be here anyway”, “if I could find another job, I would.”  These are not the type of comments that build morale in our work group.  We expect every team member to give 100% and support the decisions made by management.  During team meetings, her body language appears unresponsive and defensive because her arms are crossed, and she does not make eye contact with me or team members.  When we discuss customer service and resident issues, I have seen Mary roll her eyes and audibly sigh.

• Improvement Required; performance or conduct that needs to change:

Mary should focus on improving her attitude in the office.  She should remain cordial and professional with all her co-workers and refrain from making negative statements about the situation.  If she has any additional issues and/or comments relating to the transfer she should address them to her supervisor only. Hanover believes maintaining effective team relations is critical. While there may be a period needed to adjust to change and these situations may be stressful, our expectation is that Mary will maintain a very positive attitude while at work and set an example for others.  Mary should be pleasant and respectful in all interactions with management and team members.   

• Performance Measurements & Timelines: Describe how performance goals or conduct will be measured and the appropriate time to achieve them:

I expect to see an improvement in Mary’s attitude and support of her department and team.  She should participate in team meetings and make every effort to be a team player. 

Organization Skills/Attention to Detail

1. Describe specifically the facts/events that led to the counseling:

Margaret and I have had several discussions about her organization skills and the importance of being accurate and thorough in her work and focusing on the tasks at hand.  Recently, there have been several instances, in which, information has been recorded incorrectly in Entrata and invoices have been incorrectly coded. Margaret continues to fail to proofread and verify the accuracy of her work.  These problems are directly affecting the workflow of the department and have caused problems for our Accounting Department.  

• Improvement Required; performance or conduct that needs to change:

Margaret should review her work thoroughly and proofread all documents.  She should ensure that she follows the proper procedure for completing and entering in information into the system.  Her manager must rely on the accuracy of the work that Margaret produces.  Margaret’s work directly impacts all our monthly reports which I send to our Asset Manager; it is critical that these reports are accurate. She should prioritize her time so she can thoroughly review everything and shouldn’t rush to get things done, only to find that they have been completed incorrectly. 

• Performance Measurements & Timelines: Describe how performance goals or conduct will be measured and the appropriate time to achieve them:

For the next two weeks, Margaret should complete all her work by Thursday at 3pm.  We will review her reports for the next two hours (3-5pm) to ensure they are correct.

Failing to follow instructions and acting unprofessionally to supervisor

1. Describe specifically the facts/events that led to the counseling:

This morning, I instructed John to perform a make-ready on apartment 316.  I told him it needed to be completed today.  He said, “it will be done today or tomorrow” in a very flippant manner, sighed and walked out of the maintenance shop.  His tone and actions led me to believe that he wasn’t going to complete the task today. This unit should have been completed within a few hours. I told John that the job needed to be completed today.  I checked back with John at 3pm and he hadn’t started the job yet. When I asked him why he hadn’t started the job, he said, “I’ll get around to it. I’m working my own schedule.” 

• Describe improvement required; conduct/behavior that should change:

I expect John to perform his assigned duties in a professional manner.  He should be courtesy and respectful to his supervisor and maintain a positive attitude. He should not use a condescending or disrespectful tone. Hanover expects all employees and managers to be respectful.  John’s comments and tone led me to believe that he was not going to follow my instructions and complete the job.  I expect John to give 100% of his effort and follow through on each assigned task.  If John has a concern about meeting a required deadline, he should discuss it professionally with his supervisor.

• Performance Improvement; goals and timelines:

John should focus on maintaining a willing attitude and complete tasks with a sense of urgency. For the next two weeks, John and I will discuss the expected turnaround for each make-ready to confirm the expectations are clear.  If John is unable to meet a deadline, he will notify me immediately. I expect that these incidents will not occur in the future. 

SAMPLE EMAIL FOLLOW UP TO A VERBAL PERFORMANCE DISCUSSION

This email is an example of what you can send to your employee after a verbal coaching session.  

Wayne,

I wanted to follow up on our conversation yesterday regarding your performance and my expectations going forward. 

The Concierge role is a front-facing service position so you will be dealing with a wide range of personalities in a variety of situations.  At times, there will be circumstances where you are faced with an angry or even rude customer.  I’m glad we discussed your interaction with Mrs. Rose, and I was able to share some suggestions and recommendations for how you can de-escalate these situations in the future.     

I we expect that you will always remain calm, professional, and respectful in every interaction.  Hanover has high expectations because we are a luxury apartment community where our residents are expecting five-star service. 

In the future, if you have any questions about how you can respond to a resident with tact and diplomacy, please don’t hesitate to reach out to me.  I’m always here to help.

Thanks for your efforts and commitment to the Hanover Woodway residents.

EMPLOYEE COUNSELING NOTICE

Type of Notice: Verbal Discussion

This notice summarizes the conversations regarding your request for vacation days and the time you recently missed from work. 

On Monday, November 14^th, you requested to take several days off (November 23^rd– 27^th) over the Thanksgiving holiday.  You had been scheduled to work the following days:

• Wednesday, November 23^rd, half-day (7am-12pm)
• Thursday, November 24^th half-day
• Friday- November 25^th all day
• Saturday- November 26^th all day
• Sunday- November 27^th half-day

On Monday, November 14^th, we had a conversation during which I explained that I needed to maintain coverage over the Thanksgiving holiday, and it would be impossible to give you all the requested days off.  I offered to modify your schedule and give you November 23^rd – November 25^th off; however, I needed to ensure we had coverage over the weekend.  You said that was impossible and you had already booked flights and made arrangements to leave town.  I told you that you could keep the current work schedule, or you could accept the alternative schedule; however, these were the only two options available to you. 

One hour prior to the start of your scheduled shift on Wednesday, November 23^rd, I received a text message from your husband stating that you would not be coming in to work on Wednesday.  And, you did not work any of your scheduled days over the Thanksgiving holiday. 

Our vacation policy requires that an employee obtain prior approval from his/her supervisor prior to taking vacation days (see Policy 4-6 section included in this memo).  Given the need to maintain adequate coverage at the property and lack of advance notice, I could not honor your request for vacation days, and I consider these unauthorized absences.  You will not be paid for these days, and you cannot receive vacation time.

In the future, you should request vacation time at least one month in advance before I have issued the team schedule. 

Additionally, if you fail to work your required schedule without proper notice and/or take unauthorized absences, we will take the necessary management action which may include further disciplinary action, up to and including, your termination.

It is important to remember that the employment relationship is based on the mutual consent of the company and you.  Accordingly, at any time, the company or you can terminate the employment relationship at will, with or without cause or advance notice.

Please sign to acknowledge that the above concerns were discussed on this date.

______________________________________                    _______________

Employee Signature                                       Date

______________________________________                    _______________

Supervisor Signature                                      Date

EMPLOYEE COUNSELING NOTICE

Type of Notice: Written Warning

At Hanover, the first 90 days of employment are considered an Orientation Period. The purpose of the Orientation Period is to allow us to evaluate your job performance during the first few months of employment and gives you time to learn your new job responsibilities. As you learned during your new hire orientation and training, our Leasing Consultants should develop and maintain first class customer service relationships with all prospects and residents.  This means, you should: 

• always be prepared to respond to customer inquiries
• provide correct and comprehensive product and rental information
• communicate respectfully to all prospects and residents, be welcoming and put them at ease
• respond quickly, avoid long hold times and always follow up with your customers

During a new employee’s Orientation Period, I regularly listen to recorded calls to ensure the new employee applies Hanover’s training techniques, follows our sales protocol, and delivers an extraordinary customer experience. I have observed your performance and have significant concerns related to your product knowledge and communication skills.

The following recorded phone calls are primary examples of the performance issues that must be corrected immediately. 

• Nick Lanham 4/3 2:42pm – was just trying to let us know when he was picking up keys and you kept referring to the application process.  He explained the situation three different times and finally asked to speak with Jocelyn because he did not believe you understood what he was talking about.
• Joe Ott 4/4 4:56pm – You were talking over this person throughout the conversation and interrupted him several times. 
• Prya Gupta 4/5 12:46pm – Prya was asking for Jocelyn to call her back and you were being argumentative when you repeatedly said, “you shouldn’t need to talk to her. Just let me help you”.
• Margaret Sterling 4/5 5:24pm- You put her on hold and never returned to the call. Margaret finally hung up at 5:33pm.
• John Skidmore 4/6 4:25pm-You had difficulties scheduling their tour and described the wrong floor plan twice. 
• Several of these prospects and new residents became frustrated because of your lack of understanding and asked to be referred to Jocelyn or another team member. 

Performance Measurements, Timelines & Required Action:

Strong communication skills are vital in the role of the Leasing Consultant.  You must be able to accurately explain information and convey credibility and confidence during each customer exchange.  It is imperative that we establish a very positive relationship with all our new residents from their very first interaction with us.   You should always be courteous and respectful to everyone you interact with at Hanover, either on the phone or in person. You should maintain a positive attitude and never use a condescending or disrespectful tone. 

During the next two weeks, you should repeat our sales and customer service training then we will meet on April 20^th to practice a few mock prospect phone calls. I will continue to monitor your live and recorded calls and all your prospect interactions during this period.

It is important to remember that the employment relationship is based on the mutual consent of the company and you.  Accordingly, at any time, the company or you can terminate the employment relationship at will, with or without cause or advance notice.

Please sign to acknowledge that the above concerns were discussed on this date.

______________________________________                    _______________

Employee Signature                                       Date

______________________________________                    _______________

Supervisor Signature                                      Date

EMPLOYEE COUNSELING NOTICE

Type of Notice:   X Written Warning   

Facts or Events: Describe in detail the performance or conduct:

The Make Ready position requires the employee to perform quality maintenance in a timely manner. During the past two months, John has been slow to perform his duties.  He has not completed make-readies in a timely fashion and, at times, has had a back-log of work orders.  In addition, John is not adequately checking his make-readies. During the last several weeks, there have been several units which did not meet Hanover standards.  I reviewed the problems with John and explained that these units were unacceptable. John stated he needed more time to complete the make-readies; however, he has sufficient time during the day to complete all his work. John fails to check his work and has been reminded numerous times to finish tasks and/or complete make-readies. Specifically, this month there were delays with Units #222, #320 and #406.  Another team member had to work overtime to ensure that #406 was ready by the scheduled move-in date.

On March 30, John was given a Verbal Warning because he failed to respond to on-call service requests.  It is critical that on-call employees promptly respond to all calls.  Failure to do so means we are unable to appropriately service our customers. John claimed that the on-call phone was dead, and he could not locate the charger; however, this is not an acceptable excuse.  In this instance, John should have used his personal cell phone to call his Supervisor and ask for help.

During the last several weeks, John continues a pattern of slow responsiveness.  He must be reminded to finish tasks and we continue to point out unfinished tasks in the units (i.e., unit #1505, #2304 and #1788).   

Performance Measurements, Timelines & Required Action: Describe how performance goals or conduct will be measured and the appropriate time to achieve them:

I expect John to perform his assigned duties quickly and efficiently.  It should take no longer than 8 hours to prepare an apartment. In addition, the apartment should be prepared to Hanover standards, i.e., apartments should be calked, light-switch removers cleaned/replaced, etc.  He should follow up on all maintenance orders within the assigned timeframe. 

If John has a concern about meeting a required deadline, he should immediately discuss it professionally with his supervisor.  

Actions to be taken:

Every Monday, I will schedule a 15-minute with John at 8:30am to review the week’s assignments.  John will create a checklist of the required tasks with due dates.

Significant and sustained improvement in the areas mentioned above must be made immediately.  In addition, acceptable performance in other aspects of the job including, but not limited to, work standards, attendance and commitment must be consistently maintained.  John’s inability or unwillingness to meet or maintain the required performance standards may result in further disciplinary action, up to and including termination.  I will monitor John’s performance for the next 3 weeks to ensure he is meeting minimum expectations. 

It is important to remember that the employment relationship is based on the mutual consent of the company and you.  Accordingly, at any time, the company or you can terminate the employment relationship at will, with or without cause or advance notice.

Please sign to acknowledge that the above concerns were discussed on this date.

______________________________________                    _______________

Employee Signature                                       Date

______________________________________                    _______________

Supervisor Signature                                      Date

EMPLOYEE COUNSELING NOTICE

Type of Notice:   X Final Written Warning   

Facts or Events: Describe in detail the performance or conduct:

At Hanover, we expect all our employees to treat each other with dignity and respect; this treatment should extend to prospects, residents, co-workers and all persons who we interact with in the workplace. It’s especially important for the Assistant Property Manager to project a warm and welcoming demeanor to residents given the delicate nature of discussions regarding billing and collections. We want residents and employees to feel comfortable coming to you for any reason.

During the last several months, Chris Harris and I have counseled you regarding your communication style and attitude in the workplace.  Residents and team members have complained that you have treated them disrespectfully by speaking in a condescending tone, using harsh and/or demeaning words and making them feel uncomfortable.  Residents have asked to limit their interactions with you because they don’t feel you are approachable, or they have been treated rudely (For example, Apt #6121 and #4231 have both complained about how you spoke to them when they tried to reserve the amenity space. Each stated that your tone of voice was sharp and curt, and you seemed impatient). This has placed an undue burden on me and your other team members trying to manage the workload because some residents do not want to interact with you any longer. Prior to my arrival in March, Erin Jones and Bart Novick also spoke with you about similar issues.

It is also important that you’re receptive to constructive feedback without becoming defensive or argumentative.  Earlier this month, I spoke with you about a significant safety issue with the media room door. Initially, you failed to take responsibility for the damage and how you handled the incident.  After viewing the video footage, you agreed that you should have handled the incident differently.  However, you weren’t open to receiving the feedback and made excuses for how you handled it (i.e., claiming that you were trying to take a picture of the damage when this was not the case). 

Performance Measurements, Timelines & Required Action: Describe how performance goals or conduct will be measured and the appropriate time to achieve them:

We expect all our managers to treat employees and residents with dignity and respect.  This means you should pay attention to your voice tone and demeanor. It is imperative that your demeanor is professional, and your tone of voice is calm and polite.  You should maintain a positive attitude and never use a condescending or disrespectful tone. At times, every manager becomes frustrated or disturbed by certain incidents or employees’ behavior, however, it is critical that you manage these incidents calmly and professionally. 

Actions to be taken:

In order to be receptive to feedback from myself and others, I recommend that you think about your initial reaction and hold off on denying or blaming others.  Ask a clarifying question first to obtain more information and to prepare a measured, calm and thoughtful response. Monitor your body language and become more aware of your nonverbal reactions (i.e., facial expressions, sighing, etc.) This approach should help you manage team relations more effectively.  Ultimately, we all need to work successfully as a team. 

Significant and sustained improvement in the areas mentioned above must be made immediately.  In addition, acceptable performance in other aspects of the job including, but not limited to, work standards, attendance and commitment must be consistently maintained.  Your inability or unwillingness to meet or maintain the required performance standards may result in further disciplinary action, up to and including termination. 

It is important to remember that the employment relationship is based on the mutual consent of the company and you.  Accordingly, at any time, the company or you can terminate the employment relationship at will, with or without cause or advance notice.

Please sign to acknowledge that the above concerns were discussed on this date.

______________________________________                    _______________

Employee Signature                                       Date

______________________________________                    _______________

Supervisor Signature                                      Date

Performance Review and Improvement Plan

Associate Name:                                            

Position: Assistant Property Manager                      

Work Location:  Hanover WindBrook           

Supervisor:  – Property Manager      

Human Resources:     Roxanne Cox, CHRO                                                   

Date: March 30, 2022                                   

The content of this performance review and development plan has been reached by discussion and agreement by all the participants in this process. 

PERFORMANCE SUMMARY

Performance issues were recently discussed in your meeting with Connor English, Regional Manager on February 21, 2022

1. Lease execution timeliness
2. Follow through on all commitments/tasks with prospects, residents (past and present)
3. Ensure accurate information is provided on all checklists and in response to manager, resident or co-worker inquiries
4. Maintain a positive attitude and support team members and manager
5. Maintain high levels of professionalism including using professional language at all times and never using foul language 
6. Follow protocol in all accounting procedures and deadlines
7. Improve time management and avoid completing tasks on scheduled days off
8. Voluntarily seek assistance, help and guidance when needed

The purpose of this Performance Improvement Plan (PIP) is to define serious areas of concern and gaps in your work performance, reiterate Hanover’s expectations, and allow you the opportunity to demonstrate improvement and commitment. We will re-evaluate your progress weekly and your performance at the end of the 30-day period, April 30, 2022.

During the next 30 days, the following plan will be implemented:

Connor English and Marcos Burgin will set up a weekly meeting to discuss your progress in these areas. You must show continued consistent progress in your performance to achieve these targets. If the required progress is not evident, we will take the necessary management action which may include further disciplinary action, up to and including, your termination.

It is important to remember that the employment relationship is based on the mutual consent of the company and you.  Accordingly, at any time, the company or you can terminate the employment relationship at will, with or without cause or advance notice.

Please sign to acknowledge that the above concerns were discussed on this date.

______________________________________                    _______________

Employee Signature                                                   Date

______________________________________                    _______________

Supervisor Signature                                                  Date

____________________________________                        _______________

Human Resources Department                    

Step 1: Introduce the problem and Define Performance Expectations

I’ve asked you to meet with me because I need to talk with you about some recent performance issues that I’ve observed.

• Identify the performance area: attitude, turnaround time, follow-up, work quality, accuracy, customer service, communication

During the past two months, we’ve had a few discussions about your customer service and following some of Hanover’s important operating procedures.  

• Explain the importance of these performance areas

At Hanover, it is so important that all our Leasing Agents are:

• enthusiastic- they always demonstrate a positive attitude through their body language and tone of voice.  We expect our Leasing team members to fly out of their chairs when a prospect walks through the door – this shows you are attentive and really interested in providing service.  This shows you’re very engaged in the interaction.

• and we also need team members to consistently follow all our operating procedures- recording traffic in Entrata and updating the dashboard.  I expect everyone to be very self-motivated- they don’t need someone to regularly remind them to follow up with a prospect or complete an assignment.  We have faith that each team member is doing this work independently and following through.  This is especially important because we all rely on each other so much. 

STEP: 2 and 3: Identify and describe the performance problem in behavioral terms and Explain the Impact

I’ve noticed these are some areas where I’d like to see you improve. 

• Describe the performance problem with specific behavioral examples  

• There have been several times when a resident has walked into the office while you were sitting at your desk, and you didn’t notice them. I actually walked out of my office to greet them first.
• Last week, you told two team members that you weren’t available for tours because you were finishing up your paperwork.  Paperwork is important but taking tours should be your highest priority. 
• Earlier this month, you sent an email to John Haywood and told him you couldn’t answer his question because “it was a management decision”.  Given your training and tenure in this position, which was a question that I would have thought you could have handled on your own

I want to bring this to your attention because your ability to interact with residents and independently handle questions will impact your long-term success in this role.

STEP 4: Analyze and/or discuss reasons

I’ve given some thought to possible reasons for the problems/errors/ performance issues, but I’d like to take this opportunity to get your input and perspective as well.

What do you think about the areas I’ve mentioned?

How can you improve in these areas I’ve mentioned?

What help do you need from me to improve in these areas?

STEP 5 and 6: Identify and Re-define Strategies for Solutions and Redefine Performance Expectations

So, based on our discussion, we agree that:  

• Every time someone walks into the office, you will stand up out of your chair with a smile and say, “hi – how can I help you”, even if you’re working on something.  And, if you’re on a call, you’ll make eye contact with the person and gesture, so they know they’ve been acknowledged. 
• Tours always come first.  You can schedule time to complete your paperwork on Saturday before the office opens or work around your tour schedule.
• For the next three weeks, we are going to meet for at least 30 minutes, and you’ll bring some examples of resident or prospect questions that you find most challenging or are unsure about and I’ll walk through those with you.  By the end of the month, you should be independently handling these kinds of things.   

Delivering a Counseling Action Notice

Say:

I have documented the performance areas where you are not meeting expectations and our strategies for your improvement. Please take these comments very seriously and consider your commitment to your position.  You need to decide whether you are willing to put forth 100% effort to meet these requirements.

Depending on the severity of the performance problems, you might use any of the following statements:

• I expect immediate and sustained improvement in your performance. 
• For any written warning, final written warning or Performance Improvement Plan, you should say: “Failure to meet these expectations or not follow company policy as it relates to (IDENFITY PERFORMANCE AREA) will result in further disciplinary action, up to and including termination.”

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