Remedying Performance Issues. Upon notification that the consultant’s performance is not in line with expectations, a GIS, Inc. Account Manager shall intervene. GIS, Inc. Executives shall also be briefed on the reported performance problem. GIS, Inc. takes the Company’s reputation and the performance of its consultants very seriously and takes decisive action to remedy any performance issue. The notification of the issue with the consultant’s performance may emanate from the consultant’s supervisor or from any supervisory or administrative staff within the agency. The GIS, Inc. Account Manager shall record the complaint and shall contact the consultant to schedule a time to discuss the complaint with the consultant, face-to-face. Upon speaking with both parties, the GIS, Inc. Account Manager shall meet with the consultant’s supervisor to develop a corrective action plan. The plan shall also set forth a schedule wherein the GIS, Inc. Account Manager shall contact the consultant’s supervisor and continue to assess the consultant’s performance at requested intervals. The GIS, Inc. Account Manager xxx also be joined by Company Executives in contacting or following up with the consultant’s supervisor. Upon notification of a second performance issue, similar in nature to the first complaint, the GIS, Inc. Account Manager shall immediately inform GIS, Inc. Executives and engage Recruiting Specialists to begin seeking a new, suitable prospective consultant to replace the current consultant whose performance is unsatisfactory. This also applies to any instance at any time during the contract when the consultant’s supervisor advises GIS, Inc. that the consultant has not performed the required duties in a satisfactory manner and desires a replacement. GIS, Inc. executive and account staff strive to remedy the performance issue and/or replacement of consultants in the shortest possible timeframe. The GIS, Inc. Account Manager shall remain in close contact with the consultant’s supervisor throughout the process of recruiting and replacing the current consultant with a new, well-qualified consultant.
Remedying Performance Issues. ICS takes a proactive and constructive approach to managing its team members with regular meetings, communication, status reporting, and calls. When coaching is required, our team leaders are well equipped to guide their staff to improve performance to better meet our customers’ need. ICS is equally proactive and constructive when addressing disciplinary matters to ensure that undesirable behavior or activities which could negatively affect customer projects are rooted out of the organization either through behavior modification up to and including termination. We discourage employee misconduct and control poor performance through progressive disciplining steps. The following three step process is consistently followed as outlined in the ICS Policy & Procedures Manual:
Remedying Performance Issues. Innova, Inc is committed to put full efforts to provide the well-qualified and perfect fit candidates to the customer. If for any reason customer is not pleased with the performance of the resource, we will provide a replacement immediately to ensure project continuity and will take out the current resource from the project without any budgetary issues.
Remedying Performance Issues. Ace takes pride in delivering quality IT services and enforcing strict quality assurance processes. We take any performance issues with our services or staff very seriously. Our approach is to keep an open communication channel between the client project manager and our Account Manager to identify any staff performance issues and skills gaps at any stage of the project. We believe in proactively dealing with performance gaps or issues. The proactive strategy involves having a warning system in place to identify any issues before they become project risks. Xxx employs strict rules to deal with behavioral and technical performance issues. As part of the company orientation, each new hire is briefed and given a copy of the Employee Handbook and Code of Ethics, which clearly sets forth behavioral and technical performance expectations. We employ: • A three-step approach to mitigate behavioral performance issues. These steps include: Verbal or Written Warning, Written Reprimand, and/or Removal/Replacement. • A similar three step approach to remedy technical performance issues. These steps include: Mentoring/ Training, Warning, and/or Removal/Replacement.
Remedying Performance Issues. Employee performance is a function of both ability and motivation and employee performance directly affects organizational performance. Even though our recruitment efforts are geared towards minimizing performance issues it is possible that one of our consultants has performance issues. We do have a mitigation plan in place for contingencies like these. We do require our consultants to send in weekly timesheets and activity sheets. Sometimes we could catch performance issues from these activity sheets well before a hiring manager would raise an issue with performance. We would also reach out to the hiring mangers every couple of weeks initially for the first 3 months and gather feedback regarding our consultant’s performance. If there is a performance issue we identify if it is a skill based or a motivational issue. If it is a skills based issue we would immediately take steps to train the employee on skills or we assign our senior consultants to mentor our employee who has performance issues. We would also request our employee to put in non-billable extra hours to catch up with performance issues. If we identify that it is a motivational issue then we would take professional help to motivate the employee. If these remedial actions are not helping in mitigate the issues then we will start to look for a replacement. Employment Standards: We are an equal opportunity employer and we require our employee to comply with all local and federal standards diligently. We require our employees to be drug free for the entire duration of employment with us. We require our employees to be ethical and to employee fairness in workplace during employment with us. We also require our employees not to compete with us directly or indirectly without written permission from our company. Operational reliance: Some of the factors contributing to our excellent operation reliance are a) 18 years of experience in providing staffing services and it services.
Remedying Performance Issues i. Our policy regarding performance issues is to address them early and directly. We have implemented a Performance Assessment Checklist to determine the cause(s) of the performance problem. The information obtained from the checklist helps us provide the applicable corrective measures in a particular situation.
Remedying Performance Issues. Coherent Staffing Solutions, LLC has a “Conflict Resolution” process in place. It is one tool we use when remedying Employee performance issues. Here are the major components of our “Conflict Resolution” process as adapted to remedy Employee performance issues:
Remedying Performance Issues. We’ve had a “Conflict Resolution” process in place since the late 1990’s. It is one tool we use when remedying Employee performance issues. The other tool we use is the “Consultant Evaluation” form we have discussed earlier in this document. Here are the major components of our “Conflict Resolution” process as adapted to remedy Employee performance issues:
Remedying Performance Issues. Kyra establishes performance expectations before an employee starts on a contract for a client agency. And on an ongoing basis, a PMBOK Based Performance Risk Management strategy is applied. This comprises of, but is not limited to, planned and random performance checks by service delivery managers, formal and informal client feedback and performance evaluations. In the rare instance that a performance issue arises, we have a three step process for behavior remediation - warning, written reprimand, and removal. For technical/subject matter performance, the remediation process is - mentoring/training, monitoring of corrective action, and removal. At every stage, we will have quick and transparent client communication. The client’s desired remedy option will take precedence over Xxxx’s approach. Our end goal will be to remedy any performance issues proactively, swiftly, and with minimal impact to project timelines.
Remedying Performance Issues. At the inception of a contract, we will meet with the appropriate State agency staff to inform them of the process to report any performance issues with our staff. In the event that one of our staff is not meeting the agencies performance expectations, the point of contact that was given at contract inception will follow up with the agency. Based on that discussion, we will have a meeting with the staff in question and set expectations for moving forward including the implementation of a performance plan if deemed necessary. In the unlikely event that a performance issue occurs again, we will meet with the staff in question to determine if the issue can immediately be resolved. If we feel that it cannot be resolved, the staff in question will be removed from the contract and replaced with another staff person of equal or better qualifications. Bottom line, we will ensure that our services and staff meet or exceed the expectations of the State agency client. This has been a mandate from the very beginning of Marquis and we have not reduced our focus or services in over thirty years of successful staff consultation services for multiple State agency clients. Information Security Protocols Our staff will abide by all the security protocols that are put in place by the State agencies we provide our services to. We currently maintain secure servers onsite that provide development and testing services for multiple state agencies from around the country. Our experience in maintaining secure platforms, development standards and data services for multiple government clients has provided us with the experience and knowledge to follow all required security protocols. These protocols will be followed whether the services we are providing are done on-site or off-site. In the case that we provide off-site services, we will abide by any additional security protocols that are required for off-site work. Our staff are well versed in developing systems compliant with: • Health Insurance Portability & Accountability Act (HIPAA) Privacy Rule (45 CFR Part 160, Subparts A and E of Part 164) • 2180.1 CIO P GSA Rules of Behavior for Handling Personally Identifiable Information (PII) • Federal Information Processing Standards (FIPS) • Federal Information Security Management Act of 2002 (FISMA)
