Performance Improvement Plan for: <Judy Wang>
Description of the underperformance:
Aim of the Performance Improvement Plan:
Plan Start Date:
Plan End Date:
Poor customers satisfactions on necessary finance data and reports, incorrect positioning of your own job
role, proactively report work situations and think ahead: provide advance professional advices /
suggestions to assist business growth.
The purpose of this plan is to define areas of concern with your performance, reiterate stated performance
expectations, and allow you the opportunity to demonstrate performance improvement and commitment as
this is the most critical position for business growth.
1st April 2022
30 September 2022
Improvement Objectives
Success Criteria
What, specifically must the
individual do to improve their
performance to meet expected
standards?
How will you know when the
expected standards of performance
have been met?
Enhance Leadership Skills:
You need to understand
organizational dynamics by
supervising & mentoring
diverse teams, also coaching
and motivating the teams to
provide conflict resolution.
1. Staff VTR is low and
successful retention of key /
important team members.
2. Outcomes of the team meet
the requirements of BU /
Management Level.
主動即時+正確的管理報表
不是都是依賴業務或營運的
提供
定位錯誤(找營運與業務過報
表)
不能只是 CXO 的現有報表
<Detail success criteria for
improvement objective 2>
Additional Support
Required
What additional development or
support does the individual
require in order that they are
able to achieve the expected
standards?
1. Instructor lead:
Receive mentoring from
Internal / external
senior managers,
Regional team etc..
2. External training
courses:
join relevant training
courses.
<Detail the additional support
required to succeed in
achieving improvement
objective 2>
1
Review Schedule
Objective Outcome
When will progress against the
improvement objective be reviewed?
How will evidence of progress be
collected? Who will review progress?
When will the final review of the
plan be undertaken and by whom?
What is the final outcome? What
action will be taken if expected
standards are not met?
Monthly review of
<Detail when progress against
improvement objective 2 will be
reviewed, how and by whom.>
<Detail the specific
consequences if the individual
does not achieve improvement
objective 2>
Performance Improvement Plan for: <Judy Wang>
Improvement Objectives
Success Criteria
What, specifically must the
individual do to improve their
performance to meet expected
standards?
How will you know when the
expected standards of performance
have been met?
Additional Support
Required
Review Schedule
Objective Outcome
When will progress against the
improvement objective be reviewed?
How will evidence of progress be
collected? Who will review progress?
When will the final review of the
plan be undertaken and by whom?
What is the final outcome? What
action will be taken if expected
standards are not met?
<…>
<…>
<…>
Date:
Overall outcome if plan objectives are achieved / not achieved:
<Enter overall outcome / consequences if the Performance
Improvement Plan is / is not completed satisfactorily by the plan end
date.>
What additional development or
support does the individual
require in order that they are
able to achieve the expected
standards?
RICHARD
欠缺主動積極的匯報
Seriously, 通牒的型態,不能
改進則應放棄的概念
數字敏感度太差
<…>
<…>
Line Manager:
1. "Leadership" issue
She has serious leadership problems, which has led to a significant turnover rate of her team members before year end.
These resignations include extremely senior members who had served 13 and 5 years, respectively, in the FIN team.
In 2021, a total of 9 finance and procurement employees resigned their jobs, this was 70% of the total 13 employees ....within 8 months after
Judy's rejoining.
Also many new joiners cannot survive for over 3 months, till recently her team has just stabilized.
At the same time no other functional units had such a high turnover rate (as summarised below):
Some other comments about Judy include :
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Performance Improvement Plan for: <Judy Wang>
She fails to communicate properly with her team members andacross functional teams; she is insistent about her own view and hard to accept opinions from others.
Moreover, she lacks the ability to motivate / coach members and make it difficult for senior team members to move towards a common goal.
Judy confessed to me she didn't wellempower her team members through cooperative teamwork for a more efficient distribution of work and responsibilities within.
Some of those who resigned from her team revealed that Judy treated her team members as her own assets, without her knowing and permission, herteam members
hesitatedto support other team members upon requests, or Judy would scold them for it, in addition, sheoften assigned unreasonablework requests for her team which
were hard to accept / follow, so as to lead to high manpower turnover last year.
When dealing with business Judy sometimes acted more based on her personal preference rather than on facts, so that ineffectivecommunication is a key factor
adversely affecting some urgent business matters.
2. "Wrongly positioning herself" andLack of accountability
She wrongly positions herself and has created a lot of confusion for operation and sales team members seriously; she minds trivial things of other BUs and makes a
big fuss about it except performs her duty to provide accurate financial reports for operation analysis and actions.
Judyfrequently requests other BU staff to carry out extra work to cause staff panic or feel confused...
She oftenacts as a "referee" or like "MD" to privately set up meetings / write emails to other BU members for reviewing with them rather than to support others as
needed.
One recent example was that she requested office assistants in the Hsinchu branch to obtain AP approval for an undergoing contract with GP at 5% or she threatened
that she will not pay monthly salary to those site staff.
Another recent example, Judy approved around 12K USD of CNY bonuses overpaid to wrong direct staff without careful checking in advance, resulting in extra
effort of operation supervisors and office assistants to trace back the total amount.
When reviewing the root cause for the establishment of prevention mechanisms against wrongfulCNY bonus distributions, Judy insisted the mistakewas made by the
operation team instead of herself and tried to shift focus to irrelevant events,itturnedout to be ineffective communication without any progress.
Sometimes a normal approval process was stuck by her without reasons or clear explanations, she seems to be out of the loop on disagreeing with some already
approved matters and further requests supplementary documents whenever she wants (without general rules to follow in consistency).
Before Sophie left, Caroline and Sophie also had an exit interview together, and Sophie told me she shared some examples with Caroline about Judy.
I suggest you talk to Caroline for more details.
OverallJudygave the impression that she applies different standards to interfere in all kinds of other BU business except perform her own duties.
I had a probation review last Aug. and an annual appraisal with Judy in January, telling her to better position herself to match work expectations, adjust her work
attitude to better support others asneeded, improve her interpersonalskills and communication with others... but she compliedin public and acted differently in private.
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Performance Improvement Plan for: <Judy Wang>
I also told Judy that Iwas not happy about her behaviour tomakepeople suffer and wasdisappointed about her inaccuratereports.
There have been a lot of happenings (almost every week) relatedto Judy withinthe Taiwan Team. Based on the above-mentioned issues andcomments, Judy has room
for improvement regarding her self-positioning as a team member, her professional at work and her leadership skills to stabilise FIN team for better performance. I
need your assistance in coaching her to benefit both Judy and the Taiwan team inthe nearfuture. If Judy continues to create confusion or troubles to Taiwan team, I
have the worst proposal to release her position as FC.
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