Facilitator Speaker Notes — Performance Reviews & PIPs

Set the stage. Open the "Performance Reviews & PIPs" session by introducing this slide — "Performance Reviews — Purpose, Process, and Pitfalls". Briefly explain why this topic matters to the managers in the room and what they'll be able to do differently by the end of the deck. Invite people to keep a notepad handy for questions.

Talking points (walk through each in order):

1. The Purpose. Formal documentation of performance against documented SMART goals — not a surprise, not a lecture, but a structured summary of an ongoing coaching relationship Facilitator tip: say this in your own words, then ask the group for a real example of "the purpose" from their own team before moving on.

2. The Non-Surprise Rule. Nothing in a review should surprise the employee if coaching happened consistently throughout the year Facilitator tip: say this in your own words, then ask the group for a real example of "the non-surprise rule" from their own team before moving on.

3. The Legal Dimension. Reviews are legal documents. Vague, personality-based, or undocumented ratings create discrimination and retaliation risk. Facilitator tip: say this in your own words, then ask the group for a real example of "the legal dimension" from their own team before moving on.

4. Manager Owns. The evaluation conversation, the documented rating, and the forward-looking goal-setting for the next period Facilitator tip: say this in your own words, then ask the group for a real example of "manager owns" from their own team before moving on.

5. HR Owns. Process compliance, policy interpretation, calibration oversight, and compensation decision review Facilitator tip: say this in your own words, then ask the group for a real example of "hr owns" from their own team before moving on.

Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered performance reviews — purpose, process, and pitfalls, let's look at what comes next."

Transition in. Move into "Delivering a Fair and Effective Review" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Prepare with Documentation. Review all coaching notes, observed behaviors, and goal progress from the FULL review period — not just the last month Facilitator tip: say this in your own words, then ask the group for a real example of "prepare with documentation" from their own team before moving on.

2. Use Calibrated Ratings. Ratings must be defensible, consistent across the team, and grounded in specific documented evidence Facilitator tip: say this in your own words, then ask the group for a real example of "use calibrated ratings" from their own team before moving on.

3. Separate Pay from Performance. Never connect performance ratings to salary increases in the same conversation — it derails the developmental purpose Facilitator tip: say this in your own words, then ask the group for a real example of "separate pay from performance" from their own team before moving on.

4. Create Two-Way Dialogue. Ask: "What do you think went well? What challenges did you face? What support do you need going forward?" Facilitator tip: say this in your own words, then ask the group for a real example of "create two-way dialogue" from their own team before moving on.

5. Close with a Forward Plan. End with agreed SMART goals for the next review period — linking this review to the next coaching cycle Facilitator tip: say this in your own words, then ask the group for a real example of "close with a forward plan" from their own team before moving on.

Engage the room. Pose a quick scenario and ask the group how they would apply this principle.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered delivering a fair and effective review, let's look at what comes next."

Transition in. Move into "PIPs — The Right Purpose and Structure" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. What a PIP Is NOT. A predetermined termination process. A paper trail. A box to check before firing someone. Used this way, it creates legal liability and destroys trust. Facilitator tip: say this in your own words, then ask the group for a real example of "what a pip is not" from their own team before moving on.

2. What a PIP IS. A structured improvement opportunity with clear goals, measurable checkpoints, available support, and a manager who genuinely believes the employee can succeed Facilitator tip: say this in your own words, then ask the group for a real example of "what a pip is" from their own team before moving on.

3. Prerequisites. Two or more documented coaching conversations with no lasting improvement. HR must review and approve BEFORE any PIP is issued. Facilitator tip: say this in your own words, then ask the group for a real example of "prerequisites" from their own team before moving on.

4. What to SAY. "I want you to succeed. This plan is designed to give you every opportunity to do that." — and mean it Facilitator tip: say this in your own words, then ask the group for a real example of "what to say" from their own team before moving on.

5. What NOT to SAY. "This is just a formality." / "HR is making me do this." — both undermine the process and your leadership credibility Facilitator tip: say this in your own words, then ask the group for a real example of "what not to say" from their own team before moving on.

Engage the room. Invite a participant to paraphrase the key idea back to the room to confirm understanding.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered pips — the right purpose and structure, let's look at what comes next."

Transition in. Move into "Delivering a PIP — The Conversation Structure" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Open with Purpose. "I'm meeting with you today to discuss a formal performance improvement plan. I want to walk you through it and make sure you understand the path forward." Facilitator tip: say this in your own words, then ask the group for a real example of "open with purpose" from their own team before moving on.

2. Present the Plan Clearly. Specific performance gaps → measurable goals → timeline → support available → checkpoints → consequences of not meeting the plan Facilitator tip: say this in your own words, then ask the group for a real example of "present the plan clearly" from their own team before moving on.

3. Respond to Emotions. If the employee becomes emotional or combative, stay calm and factual. Acknowledge the difficulty without removing the accountability. Facilitator tip: say this in your own words, then ask the group for a real example of "respond to emotions" from their own team before moving on.

4. When Asked "Am I Being Fired?". "I want you to succeed. Let's focus on what success looks like in this plan." — honest, forward-focused, not threatening Facilitator tip: say this in your own words, then ask the group for a real example of "when asked "am i being fired?"" from their own team before moving on.

5. Weekly Check-Ins Required. Never go silent on someone on a PIP. Regular coaching support is your ethical obligation and your legal protection. Facilitator tip: say this in your own words, then ask the group for a real example of "weekly check-ins required" from their own team before moving on.

Engage the room. Ask for a show of hands: who has faced a situation like this in the last month?

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered delivering a pip — the conversation structure, let's look at what comes next."

Transition in. Move into "Legal Pitfall Scenario — The Mid-Conversation Disclosure" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. The Scenario. During a verbal warning for excessive tardiness, the employee unexpectedly discloses a newly diagnosed chronic health issue Facilitator tip: say this in your own words, then ask the group for a real example of "the scenario" from their own team before moving on.

2. Immediate Response. PAUSE the disciplinary conversation. Express empathy without asking for medical details. Facilitator tip: say this in your own words, then ask the group for a real example of "immediate response" from their own team before moving on.

3. What to SAY. "Thank you for sharing that with me. I want to make sure you have what you need to be successful. HR can discuss options with you confidentially." Facilitator tip: say this in your own words, then ask the group for a real example of "what to say" from their own team before moving on.

4. What NOT to SAY. "What's wrong with you?" / "Is this a medical issue?" / "I'll need a doctor's note before I can change anything" Facilitator tip: say this in your own words, then ask the group for a real example of "what not to say" from their own team before moving on.

5. Next Step. Contact HR before the end of the day. Do NOT resume disciplinary action until HR assesses the ADA/FMLA implications. Facilitator tip: say this in your own words, then ask the group for a real example of "next step" from their own team before moving on.

Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered legal pitfall scenario — the mid-conversation disclosure, let's look at what comes next."

Transition in. Move into "Immediate HR Escalation Triggers" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Point 1. Employee mentions a health condition, disability, or accommodation need → Route to HR within 24 hours, no exceptions Pause briefly and check for nods of understanding before continuing.

2. Point 2. Conversation touches on pregnancy, religion, national origin, or other protected class → Stop. Call HR. Pause briefly and check for nods of understanding before continuing.

3. Point 3. Employee accuses you or a colleague of discrimination or harassment → Same-day escalation. Mandatory. Pause briefly and check for nods of understanding before continuing.

4. Point 4. Employee requests FMLA, leave of absence, or workplace accommodation → Immediately to HR. Do not process independently. Pause briefly and check for nods of understanding before continuing.

5. Point 5. You are unsure whether a PIP, policy decision, or termination is defensible → Do not act until HR has reviewed. Ask first. Pause briefly and check for nods of understanding before continuing.

Engage the room. Pose a quick scenario and ask the group how they would apply this principle.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered immediate hr escalation triggers, let's look at what comes next."

Transition in. Move into "Phase 3 Do/Don't — Reviews, PIPs & Compliance" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. DO. Involve HR before initiating a PIP. Do not issue formal corrective action without HR review first. Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

2. DO. Express genuine confidence in the employee's ability to improve — and actually believe it when you say it Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

3. DO. Document all PIP conversations — date, goals discussed, employee response, next steps Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

4. DON'T. Use a PIP as a paper trail to fire someone — use it as a genuine improvement tool Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

5. DON'T. Discipline for protected leave (FMLA, ADA) — this is illegal Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

6. DON'T. Approve, deny, or modify accommodation requests independently — HR owns this process Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

Engage the room. Invite a participant to paraphrase the key idea back to the room to confirm understanding.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered phase 3 do/don't — reviews, pips & compliance, let's look at what comes next."

Bring it home. This is the final slide — "L3 Certification — Performance Management & Accountability". Use it to consolidate the key messages of the session and connect them back to the participants' day-to-day work. Slow your pace here and make eye contact.

Talking points (walk through each in order):

1. Timing. Completed at the end of Month 9 / Phase 3 Facilitator tip: say this in your own words, then ask the group for a real example of "timing" from their own team before moving on.

2. Performance Case Analysis. Written demonstration of SMART goals, coaching documentation, PIP structure, and legal compliance knowledge Facilitator tip: say this in your own words, then ask the group for a real example of "performance case analysis" from their own team before moving on.

3. Observed Role-Play. PIP delivery or active coaching scenario — assessed on SMART alignment, SBI language, legal compliance awareness, and genuine supportiveness Facilitator tip: say this in your own words, then ask the group for a real example of "observed role-play" from their own team before moving on.

4. What Assessors Look For. Clear purpose, empathy paired with accountability, specific language (no vague labels), documentation discipline, and a real path to success Facilitator tip: say this in your own words, then ask the group for a real example of "what assessors look for" from their own team before moving on.

5. What L3 Opens. Phase 4 — Advanced Leadership & Strategic HR Partnership — where your scope expands from individual coaching to organizational strategy Facilitator tip: say this in your own words, then ask the group for a real example of "what l3 opens" from their own team before moving on.

Engage the room. Ask for a show of hands: who has faced a situation like this in the last month?

Wrap-up. Aim for 6–7 minutes. Recap the single most important takeaway, point participants to the quiz and scenario exercises for this module, and thank them for their engagement.