What is a reasonable time frame to revoke WFH for an employee that isn’t performing? Or should you let them continue to do so on a PIP but know that it’s probably going to end in termination because it’s clear they need an external motivator to get stuff done? Does it matter if they have child care needs that would have to be worked out?

Ultimately, the employee needs to perform or leave. Personal factors like childcare shouldn't affect the expectation of doing your job, so if you think they need to be in the office to have any chance of performing, then tell them they have to come in. They always have the option of choosing to leave on their own.

Lead with empathy. Put them on a PIP and encourage to go into office to help with mindset/minimize distractions. But first ask and get an understanding of how wfh might be affecting them. It almost certainly won’t work out if you force, so encourage. A pip itself can be a kick in the ass but also hard to change some ppl so can easily end termination. I am always very frank with pips and tell them now is the time to ask for help, voice their barriers and let show that you believe in them and rooting for their success. Too many pips are confidence blow mindfucks for recipients but the right leader can guide them out.

It blows my mind that childcare needs are being met with a work from home job. Lose, lose the job and the kid(s). That should be in policy that wfh is not a substitute for childcare.

To follow up:
I forget what a bad rap PIPs have; perhaps I’ve worked with social workers too much and forget that restorative practices aren’t “normal.” Anyway, that’s how I see PIPs: admit you made some bad decisions, establish a means to repair the damage done, and a method to not repeat the poor behavior.

With that in mind we had a conversation about what was missing, she acknowledged she dropped the ball, we established a timeline to become up to date, and we are moving to weekly 1-1s for now. I hate Friday meetings but she felt like it would be best for her to have to report progress and then plan for the following week on Friday afternoons; so, that’s done. I created an outlook calendar with all the reoccurring tasks and well use that as a guide to if things are on track. I don’t prefer to manage so closely but I had to stay at work passed midnight to make sure our reporting was completed for a 7 am board call the next day so… yeah, I don’t want to have to work like that. I also talked to her about how I was concerned that WFH with kids and not having an established work routine might not be the best situation for her. Some people can work great hoping back and forth, some people need structure. I did have to mention that both flexibility and WFH is considered a privilege at our organization and that the CEO would not continue to approve her WFH plan if this continued. She decided to start coming in an extra day; I told her if she wanted to work longer hours those in office days so she had more flexibility on WFH days, that was fine with me and she agreed that might be best.

So, we’ll see. She did get caught up that I could do the reporting, she’s been grinding out the next items up… 🤞

Instead of a formal form filled out, I sent an email outlining everything we had discussed and then forwarded it to HR for her file. It is exactly what a PIP would be but, hopefully, not with the negative feelings I read here.

Have you confirmed that the true issue is remote work? Sounds like remote work helps with work life balance with things like childcare options. If you haven’t already have a one on one and be very direct with bringing to light the areas of opportunity. Ask what would help them improve in these areas. And if it’s not far out the lines make it happen and hold the employee accountable. If you want to keep them around take their pov into consideration and do what’s reasonable to accommodate.

You need to have 1 on 1s to figure out why. Some people are stressed because they are employed but can’t pay their bills . Are you a micromanager? That can be causing more stress and anxiety. A conversation to see where you can support them may help. Maybe they are depressed or going through a major life change. Maybe something is happening outside of work affecting work. What kind of support does your organization offer for employees who are struggling beside a PIP or force. I would just quit if you were my boss

To start with, I would address the issue head on. “Productivity is impacted, what do you think it is?” And “I’ve noticed that your productivity is much better when you are in the office, how long would would you need to transition to the office 4 days a week?” And finally “just so we are clear, this is the last opportunity to boost performance before a pip”

Do you have a policy or letter of expectations for employees who telework? Or something employees have to sign it before they can WFH?

Have you had any informal discussions with the employee? Do you have regular 1:1s where your concerns have been shared? If not, I would start there and give the employee a chance to address the areas of concern before escalating to a PIP.

If your goal is for them to leave then go for the PIP. It is written all over the internet by HR professionals if you get a PIP do not even attempt to meet those requirements but spend all your time looking for a new job. This is recommendation by HR professionals so a PIP is a message that you are out the door as soon as we walk through these steps. Bad idea if you actually want them to stay.

I would start with a PIP and when you are evaluating it’s effectiveness, if performance hasn’t improved revoke their work from home privileges. When that is not showing improvement in work, then it’s time to separate.

Pip and try to understand what challenges they may be running into.
It could be that they have ADD and get overwhelmed with the tasks and figuring out how to prioritize them resulting in shuttong down/accomplishing nothing. I've certainly had days like that.

I would seek out counsel from HR in this and honestly have them help me and play middle man. We are tightening WFH where I am, I personally would start with x-days in the office and resetting expectations. I would let them know you're discussing a PIP with HR, and perhaps give them a timeline for certain competencies to be met. I know folks with WFH exemptions have been given till September to figure out childcare or other needs but then they're over - it's been unfair to the staff who's been coming in so it's easier to make a policy for everyone. Lead with empathy but at a certain point you need to think of the precedent and your high achieving employees, wouldn't want the low performer who ALSO works from home to begin causing a low morale amongst everyone else (if it hasn't already!).

Doubt it is the WFH factor that is the issue. There is likely something going on that you are unaware of, and I would caution against jumping to conclusions as you are doing. Have some open and honest conversations about their performance, get their input, and make a plan. Don’t jump to a conclusion and start talking PIP based on your assumed conclusion- that is poor management.

OP, I don’t think you need the PIP in order to bring the employee back to the office. A PIP will hurt morale and let the employee know they need to seek employment elsewhere.

I echo the advice that the fellow Director 1 said in regards to leading with empathy.

However, we all must start returning back to what life was prior to WFH unless your role allows it. Clearly this person is not meeting her expectations. Perhaps, with the PIP a hybrid schedule should be put into place, this will allow the employee to see the seriousness of the issue and help come up with your assistance solution to improvement.

Have you had development conversations with them about their work, performance, and your concerns? Empathy can go a long way here. Even before the PIP, sitting down with them and having a frank conversation about how their performance is suffering and working with them to find solutions to help build them up rather than knock them down. Maybe time blocking their calendar will work with keeping them on track. Or the 20-minute method. Sometimes it’s not motivation that’s making them struggle. Sometimes it’s lack of knowledge of how to fix the issues. Situational leadership skills could be very beneficial in this moment.

If you’ve tried all these things(or similar), then you’ve done what you can. It’s hard to lose people, but maybe you could find another role that would be better suited or is there a hybrid/in-office option?

From a fully remote worker’s pov, I have juggled the whole thing for 9 years now since my twins were babies. They grew up used to “Mommy is working in her office” so they know when my door is shut to not bother me and they know when my door is open, they can come in. We juggled the childcare thing between the both of us since the twins were born so they have never had to go to daycare. Just last year, a colleague mentioned to me they never knew I even had kids this whole time bc I keep it professional at work. My kids don’t interrupt me in meetings or on calls. No one has ever heard my kids speaking while I’m on the phone with anyone at work. I think that goes to show to my employer how serious I take my job as to not let my personal space interfere with my professional space. And I work during my time online. I don’t F around, I have too much work to do. If my home situation ever came between me and my work, I would have done something about it bc I want to keep my job.

I am of the opinion that people are going to behave the same at home or in the office. If they aren't performing in one location, they won't in the other either.

Hire her a nanny…