Remedying Performance Issues. It is important for the vendor to understand how the client perceives the progress of the project and the performance of staff regarding producing deliverables consistent with the goals of the project; and, to be proactive should changes need to be made. KLC maintains regular communications with our staff to determine how they evaluate the progress of their projects. Without being intrusive to the project team, we do email and call clients at times to determine their perception of issues affecting project delivery or issues with staff. Site visits are sometimes scheduled with clients to assess first- hand the effectiveness of our consultants and the quality of the services they provide. Because of our local presence, our staff is always available should our clients request a site visit for whatever the reason. We know the client has the best understanding of the project through their daily involvement with project activities. When our clients bring an issue or concern to our attention, we assist them to determine how we can best resolve the problem as quickly as possible. At times, we call on other staff involved with other projects with similar technical or business -related issues whose experience and expertise can be of value in presenting a solution. Where possible, we gather technical and business solutions from the extensive knowledge and experience of our staff. We often use this approach to put things back on track or to resolve a particular issue. Our strong local presence enables us to respond promptly, with KLC management always taking the lead to provide a quick resolution so that projects are not subject to delays and added cost. Rarely have we needed to replace a staff member. However, when performance problems cannot be corrected, we will immediately work within the client’s requested time-fame to remove and/or replace staff. We work closely with the State because we understand that a quick response is important when candidate replacement becomes necessary. Our staffing process has been well- defined in the sections above. Care is taken to locate a qualified replacement as quickly as possible to ensure the project stays on schedule and on budget. KLC staff will coordinate this effort closely with our client and remain in communication with our client while the replacement process is underway. Delays can be costly, therefore, the process of locating suitable replacements starts immediately upon notification from our clients. Many of the State...
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. 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. 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. Client Communication: SGS personnel will meet with all managers attached to the project and fully understand their expectations. We then benchmark a matrix of critical Key Performance Indicators (KPIs). This benchmark will serve as our starting point to develop specific KPI commitments. The Regular monitoring of client specific service level commitments Ensure a quick turnaround time in administering remedial action(as and when required) Performance Review Cycle: The reviews are documented with forms for feedback and evaluations. Time Particulars Member In-charge This cyclic process will be followed quarterly till successful project completion.
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. WFTI’s account manager will handle all the consultant matters, such as performance evaluations, coaching, and counseling. • WFTI is further responsible for dealing directly with Consultants concerning their performance related issues at Customer place. We identify the performance issues such as lack of integration, design challenges, Lack of leadership support, implementation failure, incompetence, lack of reward, communication challenges, inspiration challenges, lack of monitoring and lack of evaluation. And then deal with each one of them with a right remedy. But primarily finding out the right performance issue is the major criteria for adopting the appropriate remedies. • Customer may deal directly with a Consultant concerning the workplace safety or security issues. Customer’s supervisor may provide day-to-day oversight in relation to the assignment, work instructions and guidance. We will check the customer performance surveys (Attachment – E) and find if there are any consultant performance issues and address them accordingly. • WFTI confirms that while Consultant is on Customer’ premises, they will abide by Customer’ general rules of work and standard practices governing Consultant behavior.
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. 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)
Remedying Performance Issues. All TRUSTNET employees are expected to .
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:
a) Gather Information.
b) Understand client’s and Employee’s perspective.
c) Practice Active Listening.
d) Restate, paraphrase, summarize.
e) Involve people with right authority.
f) Seek first to understand.
g) Brainstorm and negotiate possible solutions with Customer and Employee.
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.
ii. We have adopted an Enhancement Ability Plan to provide remedies for performance problems. The Plan may consist of up to five parts – Resupply, Retrain, Refit, Reassign, and Release.
iii. Our company has developed a strategic reward system for employees addressing these four areas: compensation, benefits, recognition and appreciation.
iv. Our company has established different methods to address personnel misconduct. These include counseling, written warnings, demotion, suspension and dismissal.
v. The Employee Manual specifically describes that any policy, law or standard of performance or conduct violation may result in disciplinary action. It also describes the behaviors that are considered gross misconduct and will subject the employee to immediate misconduct.
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:
a) Gather Information. Use past and current “Consultant Evaluation” forms if available.
b) Understand client’s perspective.
c) Listen first; talk second.
d) Restate, paraphrase, summarize.
e) Involve people with right authority.
f) Elicit Employee’s perspective.
g) Seek confirmation of issue if applicable.
h) Brainstorm and negotiate possible solutions with Customer and Employee.
i) Document results to Employee file. We’ve had to use these processes to identify and resolve conflicts that involved Employees’ performance issues and a variety of other issues such as budget shortfalls, inadequate workspace, and late payment of invoices. Both Customer and Employee appreciated the fact that we had a fair process in place to identify and remedy any alleged performance issues.
