1. Any user role with the required permissions to access Request and assign Request view. Administrators can configure custom roles with these permissions.
2. Anyone can create a task from Requirements in the current section if they have the access to view it.

Note: Please see the Settings section of PerXL hierarchy to find out more about who can access Request and who can edit or change Request properties.

Steps to view the Application Usage of a resource

1. From the Home page, In left-hand sidebar there is a request option.

   

2. Click the Request button to open the Request window.

   

3. Within the Request window use the top navigation to switch between: Breaks Requests Status, Burnout Employees, Positive Engagement, and Underperforming Employees.
4. Navigate to Underperforming Employees.

   

This tab lists employees identified as underperforming, along with key details for managers and HR to monitor progress, track trends, and take corrective actions.

List View Columns

• Resource Name — Name of the employee.
• Manager — Reporting manager for the employee.
• Progress — Summary of performance trend.
• Identified On — Date when underperformance was identified.
• Trend — Ongoing performance pattern (e.g., Consistently down, Improving, Stable).
• Projects — List of projects employee is involved in.
• Status — Current resolution state of the observation with mark as closed option:
  • New — Freshly identified, yet to be acted upon.
  • Meeting with HR Scheduled — Discussion arranged with HR.
  • Meeting Conducted - Performance Under Observation — Meeting done, employee under active monitoring.
  • Closed — Issue resolved or no longer under observation.
• Modified On — Last update timestamp. Includes a button: By clicking this opens the Performance Review Details window.

This tab lists employees identified as underperforming, along with key details for managers and HR to monitor progress, track trends, and take corrective actions.

1. Early Identification

   • Managers notice early signs of low performance (missed deadlines, reduced quality of work, disengagement, or feedback from peers/clients).
   • The goal here is to catch issues early before they escalate.
   • Data sources may include performance reviews, project tracking tools, or engagement analytics.

2. Informal Discussion

   • A manager has a one-on-one conversation with the employee.
   • The tone is supportive, not punitive — focusing on understanding challenges (skill gaps, workload, personal factors).
   • Suggestions, resources, or coaching are offered.

3. Monitoring Performance

   • After the discussion, the manager closely monitors the employee’s work for a defined period (e.g., 30–60 days).
   • Feedback is given regularly, progress is tracked, and any patterns (improvement or lack thereof) are documented.

4. Under HR Review

   • If improvement is not satisfactory, the case is formally escalated to HR.
   • HR reviews documentation, performance metrics, and prior discussions to ensure fairness.
   • At this stage, HR may recommend training, mentorship, or prepare for a structured intervention.

5. PIP Initiation (Performance Improvement Plan)

   • A formal Performance Improvement Plan (PIP) is created, usually lasting 30–90 days.
   • The plan includes:
   • Clear performance expectations
   • Specific measurable goals
   • Resources/support available (training, mentoring)
   • Review timelines and check-in meetings
   • The employee is expected to demonstrate improvement within this period.

6. PIP Conclusion

   • At the end of the PIP, HR and the manager jointly review results. Outcomes may include:
   • Successful Completion: Employee meets targets, exits PIP, and continues in role.
   • Extension: More time is given if progress is visible but incomplete.
   • Unsuccessful Completion: If performance doesn’t improve, termination or role reassignment may follow.

1. Early Identification

   The early identification is done by AI, which detects early signals of low performance through analytics, patterns, and alerts before they escalate.

2. Informal Discussion

   A manager has a one-on-one supportive conversation with the employee to understand challenges and offer coaching, resources, or feedback.

3. Monitoring Performance

   After initial discussion, the employee’s performance is closely observed and evaluated within a defined period (30–60 days). Regular feedback is provided and progress is documented.

   

   • Performance Details: Shows key fields such as Next Meeting, Improvement Deadline, Status, Trend, and Identified On. Purpose: Gives managers and HR a snapshot of the employee’s current situation, ensuring nothing is overlooked.
   • Schedule Discussion Button: Allows managers to quickly arrange follow-up meetings. Purpose: Encourages proactive engagement and prevents delays in addressing concerns.
   • Discussion Window: Provides structured fields (Suggested Points, Standard Points, Additional Comments, Meeting Platform, Meeting Details). Purpose: Ensures conversations are consistent, focused on performance, and documented in a standardized way across all managers.
   • Meeting Platform & Details: Captures the chosen virtual platform, date, time, and duration. Purpose: Formalizes the discussion setup, making it easy to integrate with calendar tools and ensure accountability.
   • History of Meetings: Maintains a log of past conversations, including key observations and action items. Purpose: Builds a documented trail that helps HR and managers assess patterns, fairness, and progress.

   Overall, the Monitoring Performance acts as a bridge between informal discussions and formal HR interventions, ensuring that employees are given structured support and managers have a transparent system for accountability.

   Schedule Discussion Window

   

   1. Suggested Discussion Points :Allows the manager to prepare tailored topics for the conversation.
   2. Standard Discussion Points: Provides a structured checklist of commonly required discussion areas.
   3. Additional Comments: Space for managers to add notes, context, or observations.
   4. Meeting Platform (Google Meet, Zoom, Microsoft Teams): Offers flexibility to choose the communication channel.
   5. Meeting Details (Date, Time, Duration)
   6. Create Meeting: Finalizes and confirms the scheduling of the performance discussion.

4. Under HR Review

   If performance remains unsatisfactory after monitoring, the case is escalated to HR for formal evaluation and structured next steps.

   

   Under HR Review UI – Purpose & Why

   1. Message about lack of improvement before deadline
      • Purpose: Provides context on why the case reached HR review.
      • Why: Creates transparency around deadlines and accountability for earlier interventions.
   2. Details Section (Next Meeting, Status, Trend, Identified On, Deadlines)
      • Purpose: Summarizes critical timeline and performance status information.
      • Why: Helps HR quickly understand progression and urgency without going through raw reports.
   3. Performance Metrics (Quality Score, Task Counts Over Time, Overall Score)
      • Purpose: Quantifies employee performance through measurable indicators.
      • Why: Ensures decisions are data-driven rather than subjective.
   4. Suggested HR Actions
      • Purpose: Provides a predefined set of recommended next steps.
      • Why: Ensures consistency in HR handling, avoids bias, and accelerates decision-making (e.g., PIP, role change, escalation).

5. PIP Initiation (Performance Improvement Plan)

   A structured PIP (30–90 days) is created with measurable goals, resources, timelines, and review checkpoints. Employee is expected to demonstrate improvement.

6. PIP Conclusion

   At the end of the PIP, results are reviewed by HR and the manager. Possible outcomes:

   • Successful Completion: Employee exits PIP and continues in role.
   • Extension: More time provided if partial progress is observed.
   • Unsuccessful Completion: May result in termination or role reassignment.

The workflow is designed to be progressive and supportive — starting with early feedback and informal coaching, and escalating to formal HR processes and PIP only if necessary. This ensures fairness, provides opportunities for improvement, and protects both the employee and the organization.