PIP Template

When to Use This Skill

Use this skill when you need to:

• Create a formal performance improvement plan for an underperforming team member
• Define specific, measurable improvement goals with a clear timeline
• Document the support, resources, and check-ins that will be provided
• Establish clear consequences if improvement targets are not met

DO NOT use this skill for regular performance reviews (use performance-review), coaching conversations, or termination procedures. This is for the formal PIP document when informal feedback has not produced improvement.

Core Principle

A PIP IS NOT A DOCUMENT DESIGNED TO FIRE SOMEONE — IT IS A STRUCTURED LAST EFFORT TO HELP SOMEONE SUCCEED, WITH CLEAR EXPECTATIONS SO BOTH PARTIES KNOW EXACTLY WHERE THEY STAND.

Phase 1: Pre-PIP Assessment

Ensure a PIP is the right tool before creating one.

Required Inputs

Pre-PIP Checklist

## Before Issuing a PIP

- [ ] Performance issues have been communicated informally at least once
- [ ] The team member has been given a reasonable chance to improve without a formal plan
- [ ] The issues are specific and documented, not vague feelings
- [ ] You have considered whether the issue is a skill gap (trainable) vs. a will issue (attitude/motivation)
- [ ] You are genuinely open to the team member succeeding — a PIP issued as a termination formality is dishonest
- [ ] Consult legal counsel if applicable (employment law varies by jurisdiction)

GATE: Confirm that informal feedback has been given and a PIP is warranted before drafting.

Phase 2: Draft PIP

Write the formal performance improvement plan.

PIP Template

# Performance Improvement Plan

**Employee:** [Name]
**Role:** [Title]
**Manager:** [Name]
**Date issued:** [Date]
**Review date:** [Date — end of PIP period]
**PIP duration:** [30/60/90 days]

---

## 1. Purpose

This Performance Improvement Plan outlines specific areas where your performance needs to improve, the support that will be provided, and the expectations for the improvement period. The goal is to help you succeed in your role.

## 2. Performance Concerns

The following areas require improvement. Each concern includes specific examples.

### Concern 1: [Specific Issue]
**Expectation:** [What the standard is]
**Current performance:** [What is actually happening — with specific examples and dates]
**Impact:** [How this affects the business, team, or customers]

### Concern 2: [Specific Issue]
**Expectation:** [Standard]
**Current performance:** [Evidence]
**Impact:** [Business impact]

### Concern 3: [Specific Issue] (if applicable)
**Expectation:** [Standard]
**Current performance:** [Evidence]
**Impact:** [Business impact]

## 3. Improvement Goals

| # | Goal | Success Criteria | Deadline |
|---|------|-----------------|----------|
| 1 | [Specific, measurable goal] | [How success is measured — with numbers or observable behavior] | [Date] |
| 2 | [Specific, measurable goal] | [Success criteria] | [Date] |
| 3 | [Specific, measurable goal] | [Success criteria] | [Date] |

## 4. Support Provided

The following resources and support will be provided during the PIP period:

- [Support 1 — e.g., Weekly 1:1 meetings focused on progress]
- [Support 2 — e.g., Access to training resources for [skill]]
- [Support 3 — e.g., Reduced workload to focus on improvement areas]
- [Support 4 — e.g., Mentoring or pairing with experienced team member]

## 5. Check-In Schedule

| Date | Type | Participants |
|------|------|-------------|
| [Week 1] | Progress check | [Manager + Employee] |
| [Week 2] | Progress check | [Manager + Employee] |
| [Mid-PIP] | Formal mid-point review | [Manager + Employee] |
| [Week 3-4] | Progress check | [Manager + Employee] |
| [End of PIP] | Final review | [Manager + Employee + HR if applicable] |

## 6. Outcomes

At the end of the PIP period, one of the following outcomes will occur:

**If goals are met:**
- PIP is closed successfully
- Regular performance monitoring continues
- Achievements are documented

**If goals are partially met:**
- PIP may be extended for [X additional days]
- Revised goals will be set for the extension period

**If goals are not met:**
- Further action will be taken, which may include reassignment, demotion, or termination of employment/contract

## 7. Acknowledgment

By signing below, both parties acknowledge that this PIP has been discussed and understood. The employee's signature does not indicate agreement with the assessment, only acknowledgment of receipt.

**Manager signature:** _______________ Date: ___
**Employee signature:** _______________ Date: ___

GATE: Present the PIP for review before the delivery conversation.

Phase 3: Deliver the PIP

Prepare for and conduct the PIP conversation.

Conversation Guide

## PIP Delivery Meeting (30-45 minutes)

1. **Open with care (5 min):**
   "I want to have an honest conversation about your performance. My goal is to help you succeed."

2. **Review concerns (10 min):**
   Walk through each concern with specific examples. Do not rush.

3. **Listen (10 min):**
   "I want to hear your perspective. What is going on?"
   Listen for root causes you may not be aware of.

4. **Present the plan (10 min):**
   Review goals, support, check-ins, and timeline.
   Emphasize: "I want you to succeed. This plan is designed to help."

5. **Agree on next steps (5 min):**
   Confirm the first check-in date. Ask if they need anything else.
   Have them sign the acknowledgment.

Delivery Principles

• Be direct but compassionate — do not soften the message so much that the seriousness is lost
• Use specific examples, not generalizations
• Focus on behavior and outcomes, not character
• Make it clear this is a support plan, not a punishment
• Document the conversation

Phase 4: Monitor and Close

Track progress through the PIP period.

Check-In Template

## PIP Check-In: [Name] — [Date]

**Goal 1:** [Goal]
- Progress: [Specific observations]
- On track? [Yes / Needs attention / No]

**Goal 2:** [Goal]
- Progress: [Specific observations]
- On track? [Yes / Needs attention / No]

**Employee's perspective:**
**Support adjustments needed:**
**Next check-in:** [Date]

PIP Closure Document

## PIP Final Review: [Name] — [Date]

**PIP period:** [Start] to [End]

### Goal Achievement

| Goal | Success Criteria | Result | Status |
|------|-----------------|--------|--------|
| [Goal 1] | [Criteria] | [Actual result] | Met / Partially Met / Not Met |
| [Goal 2] | [Criteria] | [Actual result] | Met / Partially Met / Not Met |

### Outcome Decision

[ ] PIP closed successfully — return to regular performance management
[ ] PIP extended for [X days] with revised goals
[ ] Further action: [reassignment / termination / other]

### Signatures

**Manager:** _______________ Date: ___
**Employee:** _______________ Date: ___

Anti-Patterns

• PIP as surprise — a PIP should never be the first time someone hears about a performance issue. Informal feedback comes first.
• Vague goals — "Improve communication" is not measurable. "Respond to all client emails within 4 hours" is.
• No support offered — a PIP that only lists problems without providing help is a setup for failure.
• PIP as termination paperwork — if you have already decided to fire someone, do not issue a PIP for optics. Be honest.
• Public knowledge — PIPs are confidential between the employee, manager, and HR. Do not discuss with the team.

Recovery

• Team member reacts emotionally: Give them space. Say "I understand this is a lot to process. Take a day to review the document, and let us talk again tomorrow."
• Team member disagrees with the assessment: Listen to their perspective. If they provide evidence that changes the assessment, adjust the PIP. If not, acknowledge their view and proceed.
• Team member improves immediately then reverts: Extend the PIP or add a monitoring period after closure. Sustainable improvement, not temporary effort, is the goal.
• User feels uncomfortable delivering a PIP: The discomfort is normal. A clear, fair PIP is kinder than letting someone fail without direction.
• Legal concerns: Recommend the user consult an employment attorney before issuing the PIP, especially for employees (vs. contractors) in jurisdictions with strong employment protections.