商品敘述：

At Barton Creek Technologies, Anna Chen, the chief human resources officer, faces a dilemma over the company''s performance improvement plan (PIP). Introduced as a supportive tool to rehabilitate struggling employees, the PIP has widely become perceived as a punitive mechanism. An internal audit revealed that only 15% of employees placed on PIPs complete them, while 60% are terminated and 25% go on stress- related medical leave, often not returning. Managers admit they lack the training to implement PIPs effectively, and employees describe the plans as stigmatizing and demoralizing. Chen is torn between reforming the program into a mentorship-based system-requiring significant investment and cultural change-or leaving it untouched to avoid straining resources and leadership goodwill, especially amid looming acquisitions and tight budgets. For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R2506Z. The complete case study and commentary is reprint R2506M.

涵蓋領域：

Managing people;Employee retention;Employee performance management

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