THE GUIDE
How to write a fair performance improvement plan (PIP)
A performance improvement plan (PIP) is a written plan that sets out where someone’s work isn’t meeting the standard, what good looks like, and what support they’ll get to get there, over a fixed period, usually 30 to 90 days. Used well, it gives someone a real and clear chance to succeed. Used badly, it’s a paper trail nobody believes in.
This template keeps the plan specific, measurable and fair. It isn’t legal advice: follow your company’s policy and local employment law, and involve HR if you have it.
What a good PIP includes
- Background: when you raised this before. A PIP should never be the first time someone hears about a problem.
- 1–3 focus areas, each with the expected standard and specific evidence (dates, numbers, examples).
- Measurable targets for the end of the plan.
- The support you’ll give: coaching, training, time, tools.
- Regular, dated check-ins with written notes.
- A clear, neutral statement of what happens at the end.
Write behaviour, not personality
- Avoid
Sam has a bad attitude and never meets deadlines.
- Better
August and September client reports were sent 7 and 9 days after the agreed date.
- Avoid
Needs to be more proactive.
- Better
Raise any risk to a deadline in the Friday update, at least 3 working days before it’s due.
Frequently asked questions
Long enough to show real change: 30 days for simple, frequent tasks, 60–90 days for work that happens monthly or takes time to improve.
It shouldn’t be. If you have already decided to let someone go, a PIP is unfair to them. Use it when you genuinely want them to succeed and can say exactly what success looks like.
Signing usually confirms the plan was discussed, not that they agree with every point. Let them add their comments. Check your company’s policy.
No. Improvement plans are saved to your account only if you sign in, and this tool has no share link. Download the PDF to share it with HR or the employee.
One-minute lessons on this
TOPIC 13The cost of putting off a performance conversation
TOPIC 06Why vague feedback leads to the same mistakes again
TOPIC 49Why “be more proactive” isn’t feedback
TOPIC 25Why saving feedback for the annual review backfires
TOPIC 17Why your strongest performer still needs honest feedback
TOPIC 36