1. Employee Developmental Plans
Tamarlin I. Stephens
August 4, 2013

2. REVIEW PAST
PERFORMANCE
DISCUSS IMPROVEMENTS
 Discuss current job
responsibilities with
employee
 Set short-term and long-
term goals
 Gather employee
information such as
attendance and peer
reviews
 Assess the performance
of the employee
 Communicate the
outcome of the
assessment with the
employee
 Decide upon an action
plan

3.  1. Remain consistent: Avoid showing favoritism by only writing
up one particular employee. A supervisor should guide all
employees to correct mistakes, document improvements, and to
answer questions, while assisting with employee growth.
 2. Accurate and detailed documentation is highly important. If an
employee has been late more than three times, an example of
documenting the tardiness would be; “Employee was 1 hour late
on April 2nd; reason given: car trouble. Employee was 30 minutes
late on April 25th; reason given: traffic. Employee was two hours
late on May 6th; reason given: babysitting issues." Each occurrence
should be documented accordingly.
 3. Factual and accurate information should be provided and
supported. The incident documented should explain the policy
and procedure that the employee violated and the date of the
incident and year.

4.  4. Avoid displaying and writing negative feelings and thoughts on
any document. Remember to avoid drawing conclusions
regarding the employee’s behavior.
 5. Consequences should be given to employees that do not change
their negative behavior.
 6. Make sure that the employee receiving any disciplinary action
signs off on the document. If any employee refuses to sign off on
their disciplinary document, make a note at the bottom of the
form.
 7. Provide employees with ample time to respond to the
disciplinary action in writing. Remember to include their response
within their personnel file.

5.  1. Provide and explanation for the meeting. The supervisor
conducting the meeting should provide the employee with an
objective and the reason why a meeting is being held.
 2. The supervisor should advise the employee to evaluate their work
habits, accomplishments during the period of the review.
 3. The supervisor should discuss the ratings with the employee and
provide an explanation on how the ratings were achieved. During this
time, the employee should be allowed to identify any areas in which
he/she does not agree and should be allowed to provide an
explanation.
 4. At this point the supervisor should discuss with the employee the
steps for a developmental plan to be created.

6.  5. Toward the end of the meeting, the employee should provide a
summary of the meeting to demonstrate that both the employee
and supervisor are on one accord.
 6. During this section of the meeting, the supervisor should
provide the employee with reward information and how to
achieve any additional rewards on a larger scale.
 7. Prior to the end of the meeting, a follow-up meeting should be
determined to identify improvements. The employee must receive
this future meeting information so that there aren’t any surprises
in the future. Having knowledge of a follow-up meeting also
provides the employee with time to make any improvements.

7.  8. An appeals process should be discussed prior to the employee
signing off onto the performance development plan.
 9. The final conclusion and summary of the entire meeting
should be discussed. The supervisor at this point will provide the
employee with all necessary information to improve. The
employee will have the opportunity to respond if he/she has
anything else to say.

8.  Performance review meetings are essential to
the growth of an employee. The meetings
provide employees with the opportunity to
improve their performance by identifying
performance problems and solutions for
overcoming them (Aguinis, pg. 251, 2013). The
performance meetings are also a good way to
build rapport between the supervisor and
employee.

9.  Aguinis, H. (2013). Performance Management.
Third Edition. Pearson Education.