Performance Improvement Process. 9.5.1 The purpose of the Performance Improvement Process is to remedy or mitigate the impact of a Performance Factor. The Performance Improvement Process may include: a requirement that the Hospital develop an Improvement Plan; or an amendment of the Hospital’s obligations as mutually agreed by the parties.
Performance Improvement Process. Attachments: PCC Attachment A – Private Child Care Provider Agreements Rate Schedule PCC Attachment B – Invoice and Legal Authorization PCC Attachment C – Standards of Care Exhibit A─Required Affidavit for Bidders or Offerors SECTION 1─PURPOSE AND BACKGROUND
Performance Improvement Process. Attachments: PCP Attachment A – Private Child Care Provider Agreements Rate Schedule PCP Attachment B – Addendum to Provide Adoption Services PCP Attachment C – Invoice and Legal Authorization PCP Attachment D – Subagreement for Xxxxxx Family Care for Children and Per Diem Rate Schedule PCP Attachment E – Standards of Care Exhibit A─Required Affidavit for Bidders or Offerors SECTION 1─PURPOSE AND BACKGROUND
Performance Improvement Process. To ensure action is taken where the continuation of current performance would lead to an outcome/target not being met. The application of a range of tools and techniques to improve overall performance.
Performance Improvement Process. 10-6-1 Overview of the Performance Improvement Process “
Performance Improvement Process. The Department will work with the Provider to resolve any performance issues that may arise.
Performance Improvement Process. If a faculty member's evaluation form indicates unsatisfactory performance in any area, a performance improvement plan is required. The plan will enable the Division Xxxx or Director to assist the faculty member to improve performance and provide a fair and equitable procedure that will be carefully documented. Four points that are to be addressed in the performance improvement plan include:
Performance Improvement Process. B5.1 Where the Authority believes has reasonable grounds to believe that a Service Failure has occurred, the Authority may at any time (in its absolute discretion) elect to give a Performance Improvement Notice to the Supplier in respect of such Service Failure and thereby initiate the Performance Improvement Process in accordance with this Clause B5.
Performance Improvement Process. The Employer, the Association, and the employees covered by this Agreement recognize that performance issues are generally best approached and addressed through a collaborative process in which both management and the employee whose performance may have become an issue work together towards addressing the issue. As part of this coaching process, the manager should clearly define the performance or behavioral issue and remind the employee that he/she has a personal responsibility to meet professional standards of performance and behavior. The manager and the employee should use the coaching process to collaboratively problem solve the issue(s), clarify expectations and explore and seek agreement on behavioral changes. The coaching session is not part of the corrective action/disciplinary process, and should not be used as such. Any documentation generated as the result of the coaching process shall not become part of the employee’s personnel file. Corrective action/discipline should generally be initiated when utilization of coaching to address performance or behavioral issues has failed. Section 803: Progressive Corrective Action/Discipline It is the intent of the Employer to utilize progressive corrective action/discipline as appropriate to the offense and employee record of service. Corrective action/discipline shall normally not be utilized unless the Performance Improvement Process described in Section 802 above has been attempted without achieving the desired result. However, all parties to this Agreement recognize that the Performance Improvement Process and/or progressive corrective action/discipline need not be followed and shall not be required where the employee may have engaged in misconduct which constitutes a departure from established standards of nursing practice, which may have jeopardized or has the potential to jeopardize the delivery of quality patient care, which may have jeopardized or has the potential to jeopardize the Employer’s license or legal position, or which otherwise constitutes gross misconduct. In addition to those items listed in the preceding sentence, gross misconduct includes, but shall not be limited to: violation of the Employer’s standards of employee conduct, violation of instructions or work orders, and violation of health or safety standards. Components of the corrective action/discipline process may include any of the following:
Performance Improvement Process. 52.1 Line managers will identify work performance issues and work with employees to address these as they arise.
