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Nadine, the director of marketing, is having a serious performance problem with a key marketing analyst, Andrew. Andrew has been with the firm for three years and is a 41-year-old minority. Andrew’s initial 6-month review was satisfactory. After that, the appraisals have continued to be satisfactory, but marginally so.
You talked the director of marketing out of firing Andrew for employment at will and got her to agree to put Andrew on a performance improvement plan (PIP). You convinced her that for the PIP to work, she’d need to make expectations for work quantity and quality clear to Andrew and to meet with him weekly to provide regular feedback.
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