Ability to Remedy Staff Performance Issues. The success of our staff begins with our management team and clear communication channels. At the start of each project, staff meet with their manager or supervisor to review the objectives and expectations for the job tasks. All activities are well-defined with specific expectations and the tools that will support each staff member in the performance of their job. We attribute our growth and the stability of our staff to the use of focused human resource techniques and corporate policies that encourage promotion and growth from within. To retain the most competent personnel, we create a challenging and fulfilling work environment, allowing personnel to develop along with the organization. We hold quarterly town hall meetings where we provide recognition and special bonuses for superior performance aligned to our client needs and core values. Attrition is extremely limited and swiftly addressed by our immediate and efficient recruitment and selection procedures. Additionally, we have found that by holding monthly management lunches with employees, we maintain awareness and interest for their needs and how we can improve the working environment. Throughout work performance, UDT reviews workmanship and oversees staff performance at frequent intervals in the project (i.e., project milestones, deliverable schedules, and staff performance review cycles). As part of the integrated team, we assess employees’ performance through feedback from management. We address technical capability, quality and cost of work efforts, success in peer reviews, and ability to work as a team. We track performance through agreed upon service level agreements (SLAs) and Quality Performance Measures (QPMs) for a given scope of work. Lastly, we track performance reviews to facilitate communication. As a result, we maintain accurate, timely and relevant feedback on staff performance. When issues arise, we review them with an employee and discuss real-time adjustments and in more serious cases, corrective actions through Performance Improvement Plans. All issues are documented and tracked to closure by the staff supervisor or manager. UDT understands that some corrective actions require reassignment or retraining to ensure the success of the program and the staff member. To the greatest extent possible we make adjustments and provide additional training prior but when issues are serious, permanent removal of staff may be required. When this occurs, we provide replacement staff by identif...
Ability to Remedy Staff Performance Issues. Involved management is the key to uncovering performance issues before those issues become a severe problem. Early detection allows management to intervene and take corrective action early. Our approach is to try to work with staff on performance issues and fix the problem but, in the event, this is not possible, we will replace the individual and correct the problems at our expense. TriOrb Solutions LLC shall implement a 5-step process to remedy Staff performance issues. The steps are:
Ability to Remedy Staff Performance Issues. E-Logic supports the use of progressive discipline to address issues such as poor work performance or misconduct. Our progressive discipline policy is designed to provide a corrective action process to improve and prevent a recurrence of undesirable behavior and/or performance issues. Our progressive discipline policy has been designed consistent with our organizational values, HR best practices and employment laws. E-Logic ensures that all stakeholders involved in contracts are aware of the policies and procedures on staff performance issues. Prior to the start of a project, E-Logic ensures the clients are aware of the point of contacts for reporting staff performance issues and how they will be rectified. Outlined below are the steps of our progressive discipline policy and procedure. E-Logic reserves the right to combine or skip steps in this process depending on the facts of each situation and the nature of the offense. The level of disciplinary intervention may also vary. Some of the factors that will be considered are whether the offense is repeated despite coaching, counseling and/or training; the employee's work record; and the impact the conduct and performance issues have on our organization. The following outlines the Company's progressive discipline process: Verbal warning: A supervisor verbally counsels an employee about an issue of concern, and a written record of the discussion is placed in the employee's file for future reference. Written warnings: Written warnings are used for behavior or violations that a supervisor considers serious or in situations when a verbal warning has not helped change unacceptable behavior. Written warnings are placed in an employee’s personnel file. Employees should recognize the grave nature of the written warning. Final warnings: Whenever an employee has been involved in a disciplinary situation that has not been readily resolved or when he/she has demonstrated an inability to perform assigned work responsibilities efficiently, the employee may be given a final warning for a predetermined amount of time. Within this time period, the employee must demonstrate a willingness and ability to meet and maintain the conduct and/or work requirements as specified by the supervisor and the organization. At the end of this period, the employee‘s performance will be re-evaluated by the supervisor and if established goals are not met, dismissal may occur.
Ability to Remedy Staff Performance Issues. One of many attractions of staff augmentation is the flexibility to have additional resources without the corresponding administrative aspects. You retain the ability to interview and select talent, as well as provide day-to-day oversight of that talent’s efforts. We take care of the rest. We will identify qualified applicants, then screen and present them to you for interview and selection. Once you have identified the best of the best, we will negotiate salaries, check backgrounds and onboard/orient your new resource. We will then engage that individual and leverage our proven workforce management strategies, allowing you access to this talent for a longer time period. We will partner with you for important performance management and progressive discipline activities so both the employer of record (SSO or TCML) and the function providing managerial oversight (FL DMS) are coordinated so the employee-facing messaging is both consistent and defensible. The Project Team regularly monitors its staff and our client’s satisfaction with our work and our employees. We will maintain regular contact with the staff we have placed in Florida agencies, as well as the state managers overseeing those staff through a combination of 90 day and annual employee reviews, as well as manager satisfaction and employee engagement surveys. If there is an issue identified with an employee’s performance, the Project Team’s extended team of seasoned and certified HR professionals are available to meet with the employee and the State manager to document the performance concern and develop an improvement plan with timebound, identifiable outcomes. The determination of an appropriate course of action will be accomplished with the full knowledge and participation of the State manager. When necessary, an employee will be removed and replaced as expediently as possible. We understand and acknowledge that the client will always have the final word on whether an employee or candidate meets the State’s needs.
