Crafting an Employee Improvement Compliance Structure That Actually Works

Episode 18 | Watch on YouTube

Most performance improvement plans are designed to document termination. Brandon Seigel wants to change that. According to a LinkedIn Workplace Learning Report, companies with structured employee improvement programs see 14.9% lower turnover rates. The difference is approach: an improvement structure should be designed to enhance, not to deflate.

Start by Asking the Right Questions

Before you implement any structure, flip the lens. When was the last time an employee came to you and said something was not working for them? Performance improvement is not just about how an employee is performing; it is about whether the function is actually a fit. Brandon uses the analogy of a fitness coach: you need to know what type of coach you are, and whether your employees want the same kind of coaching.

The Seven Components of an Effective Improvement Structure

A true employee improvement structure includes: assessment and feedback (with self-assessment), dual goal setting (one organizational goal and one individual employee-defined goal), training and development, coaching and mentoring, recognition and rewards upon completion, continuous monitoring, and career development. The goal is buy-in. As Jack Welch said, an organization's ability to learn and translate that learning into action rapidly is the ultimate competitive advantage.

Define Change Potential Early

Before implementing any improvement plan, establish whether the employee actually wants to change. If the goal is attainable but the employee has no desire to achieve it, improvement planning becomes a futile exercise for both parties. The honest conversation about whether the role is still a fit is far more valuable than months of performative progress.

Know When to Transition Instead of Terminate

Brandon draws a clear distinction: a layoff eliminates a role; a termination addresses policy violations; but a transition plan is often the most strategically sound option for both parties. Offer three paths forward. If none work for the employee, create a structured transition with clear conditions and a potential completion bonus. Protecting your legal standing while preserving the relationship is always worth the extra effort.