SayPro Lazy Human Capital Management Procedure SayProP549

Document Code: SayProP549
Approved By: Neftaly Malatjie, Chief Executive Officer
Last Reviewed: 03 February 2025
Next Review Date: 03 July 2025

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1. Overview

The SayPro Lazy Human Capital Management Procedure outlines a process for managing situations where an individual or group within SayPro exhibits a lack of motivation, low performance, or unproductive behavior. This procedure aims to foster a productive work environment while addressing performance issues in a constructive, respectful, and solution-oriented manner.

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2. Objectives

• To define the process for identifying and addressing low performance or unproductive behavior in SayPro.
• To create an environment that encourages accountability, motivation, and personal responsibility.
• To provide clear steps for managers and employees to follow when addressing performance issues.
• To ensure that any action taken is fair, transparent, and consistent with SayPro’s values.

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3. Scope

This procedure applies to:

• All SayPro Human Capital and employees.
• Managers and Officers involved in the supervision of Human Capital.
• Employees showing consistent signs of low motivation, lack of engagement, or low productivity.

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4. Identifying “Lazy” Behavior

“Lazy” behavior refers to:

• A noticeable decline in work performance without valid reasons.
• Regular failure to meet deadlines or quality standards.
• A lack of enthusiasm, engagement, or participation in work tasks and meetings.
• Frequent absenteeism or arriving late for work without legitimate reasons.

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5. Process for Managing Low Performance or Lazy Behavior

5.1 Initial Observation and Documentation

1. Observation Period:
   • Managers should observe the employee’s behavior and performance over a defined period (usually 2-4 weeks) to ensure that the perceived “lazy” behavior is consistent and not due to temporary circumstances such as personal issues, health problems, or work overload.
2. Documenting Concerns:
   • Managers should document instances of low performance, attendance issues, and other concerning behaviors in the employee’s performance record. This helps track patterns and provides context during follow-up discussions.

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5.2 Informal Discussion (First Step)

1. Private Discussion:
   • A one-on-one meeting should be scheduled between the manager and the employee. The purpose of this meeting is to address the issue informally, offer feedback, and understand the employee’s perspective.
   • Key Points for Discussion:
     • Specific behaviors observed (e.g., missed deadlines, low engagement).
     • Understanding any challenges or obstacles the employee might be facing.
     • Offering support and solutions to help improve performance.
2. Setting Expectations:
   • Clear and measurable expectations should be set for improvement. This might include increasing productivity, better time management, or improved attendance.
3. Follow-up Plan:
   • A follow-up meeting should be scheduled in two weeks to assess whether there has been improvement and to offer further support if needed.
4. Documentation of the Discussion:
   • The manager should document the discussion, including the issues addressed, expectations set, and any agreements made for improvement.

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5.3 Formal Warning (If No Improvement)

1. Written Warning:
   • If no improvement is observed after the informal discussion and follow-up, the employee will receive a formal written warning.
   • This warning should be specific, citing examples of continued low performance, and should outline the consequences of continued failure to improve.
2. Performance Improvement Plan (PIP):
   • A PIP will be created and agreed upon by both the employee and the manager. The PIP will include:
     • Specific performance goals.
     • Timeline for improvement (usually 30-60 days).
     • Regular check-ins to monitor progress.
3. Consequences of Not Improving:
   • If the performance does not improve within the specified timeline, the employee will be subject to further disciplinary actions, which may include suspension or termination, depending on company policy.

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5.4 Escalation (If No Change After PIP)

1. Final Review:
   • After the PIP period ends, a final review will be held to determine whether the employee has made sufficient improvement.
   • If there is no improvement or the employee has not met the set goals, the case will be escalated to the Royal Committee or Board of Directors for a final decision.
2. Termination or Further Disciplinary Action:
   • If the employee’s performance does not meet the expectations outlined in the PIP and after careful review, termination may be considered.
   • Depending on the severity of the issue, other disciplinary actions (such as a temporary suspension) may also be taken.

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6. Roles & Responsibilities

6.1 Managers and Officers

• Observe and document employee performance.
• Engage in open communication with employees to identify the root causes of low performance.
• Set clear expectations and create performance improvement plans.
• Provide support and follow up regularly with employees.

6.2 Human Capital Team

• Offer training programs or resources to help employees improve their performance.
• Provide guidance and support for managers to ensure fair treatment during the process.
• Assist with documentation and maintaining records of the process.

6.3 Employee

• Participate in discussions about their performance.
• Take ownership of their development and work on improving performance based on feedback.
• Seek support from the manager or Human Capital Team if needed.

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7. Templates and Documents

• Performance Improvement Plan Template (SayProF549-01)
• Written Warning Template (SayProF549-02)
• Employee Performance Record (SayProF549-03)
• Final Review Evaluation Form (SayProF549-04)

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8. Compliance and Review

• This procedure will be reviewed annually to ensure it remains aligned with industry best practices and legal requirements.
• All actions taken during the process will comply with SayPro’s Code of Conduct, Employee Handbook, and relevant labor laws.

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9. FAQs

Q1: How do I know if an employee is “lazy” or if there is a different issue?

A: It’s important to look at the behavior over time and consider possible underlying issues. A lack of motivation might stem from personal problems, health issues, or dissatisfaction with the role. Having an open discussion can help identify the root cause.

Q2: Can an employee be dismissed immediately for poor performance?

A: Not immediately. The employee must go through the process outlined in this procedure, including informal discussions, formal warnings, and a Performance Improvement Plan (PIP) before any dismissal can be considered.

Q3: How long do I have to wait before escalating an employee’s performance issue?

A: Typically, a performance issue should be monitored for two weeks following an informal discussion. If there is no improvement, you can escalate the issue by issuing a formal warning and initiating a PIP.

Q4: What happens if an employee refuses to participate in the performance improvement process?

A: If an employee refuses to engage in the process, it may be documented as non-cooperation, which can lead to further disciplinary action, including suspension or termination.

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Approved By:
Neftaly Malatjie
Chief Executive Officer