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I believe you should have started the documentation if that was the case. Doing so now may be perceived as a tactical and retaliation.
This! Do not do anything disciplinary after a complaint.
I would absolutely raise your concerns. And if they truly filed a complaint, HR should be investigating it, at which point they should be asking for your perspective.
Chief
OP, just know that "documentation" isn't just a list of the employee's errors or bad behavior, it's evidence that you spoke with them and told them that they were falling short of expectations. If you never corrected her, your "documentation" would be useless and potentially even used against you as evidence (assuming they're claiming HWE based on their status in a protected class).
Chief
Yes, but then your HR person will be blamed for the PIP.
Your employee claimed a "hostile work environment" because you're holding them accountable to their performance. That is what nearly every "hostile work environment" complaint I've ever received in 34 years of corporate HR was -- because employees don't understand what "hostile work environment" really means. Assuming you're not holding them more accountable to performance than others in the same role simply because of that one employee's status in any of the protected classes, you're not creating a hostile work environment.
Yes, show HR all the metrics that prove this employee is not performing well and that you've been trying to get them to improve. If the person doesn't improve and you end up making the decision to terminate, don't worry -- everyone will blame HR. You'll be fine.
Agreed. Also is the employee claiming a hostile work environment because the manager had discussions regarding performance concerns with them? 
I would take this seriously but stay calm. Complaints like this need a fair look from both sides. I think documenting expectations and feedback clearly is key to protecting yourself.
For the most part, all replies provided good information. I started off in HR before pivoting to recruiting.
At the very least, you should discuss with HR from the perspective of seeking guidance moving forward
it's all about communicating through some sort of formal review process that you should definitely have raised concerns about performance... the person who filed a complaint may have difficulty receiving feedback about their performance, or they sensed your attitude and filed the complaint as a way of bringing things out into the open... it's likely they are not suited to the job, or perhaps it is a challenging match and long-term might not work out.
Obviously 100%
There won't be a PIP for anyone but you one way or another. You can tell HR it was related to performance issues, but if they gave them a PIP now it just looks like retaliation. Honestly, the fact that you even suggest it implies to me that you don't really know how disciplinary matters work. That could very well be why the employee feels targeted by you.
Correct thing to do if you noted performance issues was record them. Notes, conversations, emails, reviews, whatever the method - pass those along to HR as you do so it can be saved to employee's file. That way there's a prove-able trail to say it's unrelated to their complaint. Note: "as you do it", not sit on a stock pile and only bring them forward when you want to fire someone/you get in trouble.
And frankly, even if they do have performance issues, you can still create a hostile work environment based on how you approach it. E.g. if there's perception that your singling them out on infractions but not others.
Chief
Again, "hostile work environment" MUST be behavior based on the employee's status in one or more of the protected classes. Even if OP is "targeting" the employee, if that "targeting" isn't based on their status in a protected class, it is not "hostile work environment."
I'm not assuming that OP hasn't been coaching and counseling the employee, because they didn't mention that, only that the employee's performance isn't great. IF they haven't documented corrective counseling conversations or written corrective action, then you may have a point, but I'm not going to condemn them out of hand by making assumptions.
Document everything and push for a PIP
It should be addressed as two separate issue. How were notified of the issue? Did the reporter come directly to you or did HR/ER?
You have a claim against you and HR/ER should investigate to determine if the reporters allegations have any merit. ER should investigate, all parties should be interviewed - implicated person, Wittness and reporter. Then a decision rendered and next steps.
Next there is performance - that should have been managed from the start and documented. If you move now it’s will be perceived as retaliatory and you won’t succeed in addressing any true performance issues. Once your case is closed you can partner with HR to help facilitate conversations around performance and ways to improve. However, it may not be a direct turn around you may need to wait and try to work the employe. continue to document the challenges and ways you tried to support.
I see these cases often in my profession, I’m candid but believe my advice will help drive meaningful change.
It depends what we call a hostile situation .
What was it..
Things you said ?
The way you looked at them?
The way you walked ?
Or did you shout and scream 🙀