← Performance Toolkit Pipa

Performance Improvement Plan

A PIP is a formal commitment — from both sides. It names the problem clearly, sets specific expectations, offers real support, and gives the person a genuine chance to succeed.

Before starting a PIP, confirm with HR that the process, timeline, and documentation requirements are aligned with your company policy and local employment law.
The concern
What the issue is, and the history behind it
Specific, documented. Include examples with dates where possible. A PIP should never be the first time someone hears about a problem.
What success looks like
Specific, measurable expectations for the PIP period
Vague expectations set everyone up to fail. Name exactly what needs to change, at what standard, and by when. The employee should be able to read this and know unambiguously whether they’re meeting it.
Support offered
What the company is committing to provide
A PIP without support is a paper trail, not a genuine improvement plan. What coaching, resources, or changes are you offering? If the answer is nothing, reconsider the process.
Consequences
What happens at the end of the PIP period
Be honest and clear. The employee deserves to know what the outcomes are — successful completion, extension, or termination. Ambiguity at this stage is unkind.
Check-ins
Progress notes from each review
Document each scheduled check-in. These records matter if the process leads to further action.
Check-in 1
Check-in 2
Check-in 3 / Final review
Outcome
Final assessment
Your overall read at the end of the PIP period.
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