A Performance Improvement Plan—usually shortened to “PIP”—is one of those workplace tools that people often talk about in whispers. Employees may hear “PIP” and assume it automatically means they’re being pushed out. Managers may avoid the topic because they don’t want to damage trust, invite conflict, or create legal risk.
But a PIP doesn’t have to be a scarlet letter. When it’s used well, it can be a structured, fair, and humane way to help someone succeed in their role—or, when success isn’t realistic, to make a tough transition with clarity and respect. The difference comes down to intent, design, and follow-through.
This guide breaks down what a PIP actually is, when it’s appropriate, how to write and run one that genuinely supports improvement, and how managers can avoid the most common mistakes. If you’re managing people (or supporting managers as HR), you’ll find practical language, examples, and a step-by-step approach you can adapt to your organization.
What a PIP really is (and what it isn’t)
A Performance Improvement Plan is a written agreement between a manager and an employee that clearly defines performance gaps, expectations, support, and a time-bound plan to reach specific goals. It’s not just a document—it’s a process. The paper is the artifact; the real work is the coaching, feedback, and accountability that happen during the plan.
A good PIP answers four questions in plain language: What isn’t meeting expectations? What does “meeting expectations” look like? What will we do (both manager and employee) to close the gap? How will we measure progress and decide what happens next?
It’s also important to say what a PIP is not. It’s not a punishment. It’s not a surprise. It’s not a substitute for ongoing feedback. And it’s not a way to “paper a file” after a manager has already decided the employee is leaving. When a PIP becomes a pre-termination script, people learn to fear it—and that fear spreads quickly across a team.
When managers should consider a PIP (and when they shouldn’t)
Situations where a PIP can be the right tool
A PIP works best when the performance issues are clear, observable, and realistically fixable within a defined period. Think: missed deadlines, inconsistent quality, poor prioritization, incomplete documentation, unreliable follow-through, or gaps in role-specific skills that can be improved with training and practice.
It’s also helpful when expectations have changed—maybe the role evolved, the company scaled, or the employee moved into a new scope. In those cases, a PIP can serve as a reset: “Here’s what the job is now, here’s where you are today, and here’s how we’ll get you to the new bar.”
Another good use case is when the employee is motivated but stuck. They may be working hard yet not getting the outcomes the business needs. A PIP can bring structure and focus, especially if day-to-day feedback hasn’t been enough to change patterns.
Situations where a PIP is usually the wrong tool
A PIP is rarely the right response to misconduct (harassment, fraud, serious policy violations). Those situations typically require investigation and a different disciplinary path. Trying to “PIP” misconduct can create risk and confusion because the issue isn’t skill or performance—it’s behavior that may violate policies or laws.
It’s also a poor fit when the root cause is outside the employee’s control: unclear strategy, constantly shifting priorities, broken processes, unrealistic workload, missing tools, or poor management. If the system is the problem, a PIP becomes unfair—and employees can feel gaslit when they’re asked to fix what leadership hasn’t addressed.
Finally, don’t use a PIP if the manager has already decided the employee will be terminated no matter what. If there is truly no path to success, it’s kinder and more ethical to handle that directly (with HR guidance), rather than putting someone through a stressful process with a predetermined outcome.
Why PIPs often fail in real workplaces
They show up too late
One of the biggest PIP killers is timing. If performance issues have been simmering for months with vague hints or inconsistent feedback, the employee may feel blindsided when a formal plan suddenly appears. Even if the manager thinks they’ve been “clear,” the employee may have heard only frustration—not concrete expectations.
Late PIPs also tend to be emotionally charged. By the time the manager escalates to a formal plan, they may already be exhausted, resentful, or embarrassed that the situation has dragged on. That emotional weight can leak into the document and conversations, making the plan feel punitive.
Earlier intervention is almost always better. The sooner you name the gap and start a structured improvement effort, the more runway the employee has—and the more trust you preserve.
They’re written like legal documents instead of coaching plans
Yes, documentation matters. But a PIP that reads like a threat letter won’t produce growth. If the plan is full of vague statements (“must improve attitude,” “must be more proactive”) and heavy on consequences, the employee will focus on survival rather than learning.
A strong PIP uses specific examples, measurable outcomes, and plain language. It should feel like a clear roadmap, not a trap. Most employees can handle tough feedback when it’s concrete and paired with support.
When HR and legal considerations dominate the writing, managers sometimes forget the human reality: the person needs to understand exactly what to do differently on Monday morning.
Managers don’t change their own behavior
Here’s an uncomfortable truth: many performance problems are co-owned. That doesn’t mean the employee isn’t responsible for their output, but it does mean the manager may need to adjust how they set priorities, give feedback, remove blockers, or clarify expectations.
If the manager continues the same habits that contributed to the gap—unclear direction, inconsistent standards, last-minute changes—the PIP becomes a performance theater. The employee is asked to change while the environment stays the same.
The best PIPs include manager commitments right alongside employee expectations. That balance makes the plan feel fair and increases the odds of real improvement.
The core components of an effective PIP
Clear performance gaps, grounded in observable facts
Start with what’s happening, not what you assume about motivation or personality. “Three client deliverables were submitted after the agreed deadline in the past month” is actionable. “You don’t care about deadlines” is not.
Use examples with dates, project names, and impact. This isn’t about building a case; it’s about creating shared reality. When the facts are specific, it’s easier for the employee to accept the gap and for both of you to track progress.
Also, keep the scope tight. A PIP that lists 18 problems will overwhelm anyone. Prioritize the 2–4 issues that matter most for role success.
Measurable expectations that describe “good”
Many PIPs fail because they describe what not to do, but not what success looks like. Employees need a target. Define outcomes, quality standards, and behaviors in a way that can be observed and measured.
For example: “Submit weekly status updates by 3 p.m. every Friday using the team template, including risks, next steps, and owner assignments.” That’s clear. Compare that to: “Communicate better.”
Where possible, align expectations to existing role descriptions, competency frameworks, or team norms. If you can point to established standards, the plan feels less personal and more about the job.
A realistic timeline with milestones
Common PIP timelines are 30, 60, or 90 days. The right choice depends on the complexity of the role and how quickly the employee can demonstrate change. For a role with weekly deliverables, 30 days might be enough. For a role requiring deeper skill-building, 60–90 days can be more realistic.
Don’t set a timeline that’s designed to fail. If improvement requires training, practice, and feedback cycles, build that into the schedule. Also include mid-point milestones so the employee doesn’t wait until the end to find out they’re off track.
Milestones can be framed as check-ins: week 2 progress review, week 4 deliverable audit, week 6 stakeholder feedback, and so on. The goal is to make progress visible.
Support and resources (yes, in writing)
A PIP shouldn’t read like “perform better, good luck.” Document what support the company will provide: training, shadowing, clearer prioritization, access to tools, or time with subject matter experts.
Support isn’t about lowering the bar. It’s about giving the employee a fair shot at meeting it. If the employee is missing a skill, specify how they’ll learn it. If the issue is prioritization, specify how you’ll align on weekly priorities.
If you have access to coaching resources, this is often where they can help. Some organizations also encourage managers to level up their own skills during a PIP process, especially around feedback and accountability.
How progress will be measured and documented
Define the evidence you’ll use to evaluate improvement: metrics, completed deliverables, quality reviews, stakeholder feedback, customer satisfaction, error rates, or on-time delivery percentages. Be explicit about what “meeting expectations” means at the end of the plan.
Also outline how you’ll document progress. Will you keep a shared tracker? Will the employee send weekly summaries? Will the manager provide written feedback after each check-in? Documentation protects everyone and reduces “he said/she said” confusion.
Finally, be transparent about possible outcomes: successful completion, extension of the plan, role change, or separation. Clarity reduces anxiety, even when the options are hard.
How to start the PIP conversation without damaging trust
Prepare like you’re coaching, not prosecuting
Before the meeting, gather your facts and examples, but also reflect on your intent. Are you truly willing to support improvement? If yes, your tone and choices should communicate that. If not, pause and talk with HR about a different path.
Plan your opening. A simple, respectful start might sound like: “I want to talk about some performance expectations that aren’t being met right now and put a clear plan in place to help you get back on track.” This frames the PIP as structure and support.
Also anticipate emotion. A PIP meeting can trigger fear, anger, or shame. That’s normal. Your job is to stay calm, stick to facts, and create psychological safety for the employee to ask questions.
Use direct language and avoid vague judgments
When managers soften the message too much, employees walk away confused. When managers are harsh, employees shut down. The sweet spot is direct and kind: “Here’s the gap, here’s the impact, and here’s what we’re going to do about it.”
Avoid labels like “lazy,” “unprofessional,” or “not leadership material.” Even if you feel those things, labels don’t help the person improve and can create defensiveness. Stick to behaviors and outcomes.
Invite the employee’s perspective. Ask what they think is getting in the way. You may uncover blockers you didn’t know about—unclear handoffs, conflicting priorities, or missing context.
Make it a two-way plan with mutual commitments
Employees engage more when they see the manager taking responsibility too. Add manager commitments like: “I will confirm weekly priorities every Monday,” or “I will review your draft within 24 hours,” or “I will schedule time with a senior teammate for you to shadow.”
This doesn’t dilute accountability. It strengthens it, because it removes excuses and shows you’re invested. It also models the kind of ownership you want the employee to practice.
If your organization has leadership training or coaching, consider using this moment to strengthen the manager’s approach as well. Many teams find that improving the manager’s feedback and goal-setting skills changes the entire trajectory of a PIP.
Writing the PIP: practical structure and sample language
Start with role expectations and the current gap
Begin by anchoring to the role: what the job requires, what success looks like, and where the employee is falling short. This reduces the feeling that the PIP is personal. It’s about alignment between role needs and current performance.
Use bullet points for gaps with examples. Keep it readable. If the document is dense and confusing, it will create more conflict, not less.
Example phrasing: “In the past four weeks, the following expectations have not been met…” followed by 2–4 clearly described items.
Define 2–4 improvement goals with measurable criteria
Each goal should have a metric or observable standard. If you can’t measure it, you can’t manage it—and the employee can’t reliably hit it. Include how often the behavior should occur and what “good” looks like.
Example goal: “By week 3, deliver project updates that include status, risks, and next steps, sent every Friday by 3 p.m., with no missed weeks through the end of the plan.”
Also include quality criteria when relevant: “No more than X defects,” “Meets the template requirements,” “Approved by stakeholder on first review,” etc.
Spell out support actions and learning resources
List the specific support the company will provide and how the employee should use it. This might include training modules, pairing with a peer, or scheduled working sessions. Be explicit about time allocation if possible.
Support can also include process changes: fewer simultaneous projects, clearer intake criteria, or a simplified approval chain. If you expect the employee to improve while still drowning in chaos, the plan will feel unfair.
If you’re in a market where managers often seek external development resources, you can also consider manager-side support. Some leaders in fast-growing teams benefit from targeted development in feedback, accountability, and coaching conversations—especially if this is their first time running a PIP.
Set check-in cadence and documentation expectations
Weekly check-ins are common, and for some roles twice-weekly can be better early on. Put the meetings on the calendar in advance. A PIP fails quickly when check-ins get canceled “because things are busy.”
Decide who documents what. Many teams ask the employee to send a weekly summary of progress and obstacles, and the manager to respond with written feedback. This creates a clean record and reduces misunderstandings.
Make it collaborative: “We’ll both keep notes in a shared document” can feel less intimidating than “I will be documenting your performance.” The goal is transparency.
Using a PIP as a leadership moment (not just a process)
How PIPs reveal team and system issues
When someone struggles, it’s tempting to treat it as an individual problem. But PIPs often reveal patterns: unclear role boundaries, inconsistent standards across managers, or a culture where feedback is avoided until it explodes.
As you run a PIP, notice what keeps coming up. Are priorities changing mid-week? Are stakeholders bypassing the process? Is the employee receiving conflicting directions? These are leadership and system problems that won’t be solved by one person “trying harder.”
Even if the employee ultimately doesn’t succeed in the role, the insights you gain can improve the team’s operating system—making future performance issues less likely.
How to coach skills vs. how to coach habits
Some performance gaps are skill-based: the employee doesn’t know how to do something yet. In that case, your coaching should focus on training, practice, and feedback loops. Be patient and specific, and provide opportunities to apply the skill quickly.
Other gaps are habit-based: procrastination, poor prioritization, or avoidance of hard conversations. Habits change through structure and accountability. That means smaller commitments, frequent check-ins, and clear consequences for missed commitments.
Knowing which category you’re dealing with changes the plan. A skill gap needs learning resources; a habit gap needs a tighter rhythm and clearer guardrails.
Why manager capability matters more than the template
Organizations love templates. Templates are helpful, but they don’t replace leadership. A manager who can give clear feedback, set priorities, and build trust will run a better PIP than a manager who simply fills in a form.
If you’re a manager who wants to get better at these conversations, it can help to learn from experienced coaches and leadership advisors. Some leaders look for local support—especially in fast-paced markets—because they want practical, real-world tools, not theory.
For example, teams looking specifically for leadership development Denver often want help building the day-to-day management skills that prevent PIPs from being necessary in the first place: clear expectations, early feedback, and consistent accountability.
Common PIP mistakes (and what to do instead)
Mistake: Vague goals like “be more proactive”
“Be more proactive” can mean ten different things depending on who’s saying it. The employee might think it means sending more updates, while the manager means anticipating risks, and a stakeholder means taking ownership of cross-functional alignment.
Instead, translate vague goals into observable actions: “Identify and communicate project risks at least 48 hours before deadlines,” or “Propose next steps in every stakeholder meeting,” or “Bring two options and a recommendation when escalating decisions.”
When you define the behavior, you make it coachable. You also reduce the chance that the employee improves in the “wrong direction” and still fails the plan.
Mistake: Overloading the plan with too many issues
When a PIP includes everything the manager has ever been annoyed about, it becomes impossible to execute. The employee doesn’t know where to focus, and the manager ends up evaluating based on general impressions rather than measurable outcomes.
Instead, pick the few issues that matter most for role success. If the employee can fix those, many smaller issues often improve naturally. If they can’t fix those, the role fit may not be right.
Think of the PIP as a spotlight, not a floodlight. Focus drives results.
Mistake: Inconsistent follow-through on check-ins
If check-ins get canceled or postponed, the employee gets the message that the plan isn’t important—or worse, that the manager is disengaged. It also removes the feedback loops the employee needs to adjust quickly.
Instead, protect the check-in time like you would protect a customer meeting. If you absolutely must move it, reschedule immediately. Consistency is part of the support.
During check-ins, keep a steady structure: review goals, review evidence, identify obstacles, agree on next actions, and document it.
Mistake: Treating the PIP as a private manager-employee issue
Sometimes performance issues are impacted by stakeholders, cross-functional partners, or team workflows. If the employee is failing because they can’t get inputs from others, or because priorities are unclear across leaders, a private PIP won’t fix it.
Instead, involve the right people thoughtfully. You don’t need to broadcast the PIP, but you may need to clarify handoffs, reset expectations with stakeholders, or adjust workload. The employee should not be set up to fail by the surrounding system.
This is also where HR can be a real partner: helping you keep the plan fair, consistent, and aligned to company norms.
How to support the employee during the PIP without lowering standards
Give feedback in smaller, faster loops
Waiting two weeks to tell someone their work isn’t meeting expectations is too slow during a PIP. The employee needs quick course correction. That can mean reviewing drafts earlier, giving feedback the same day, or doing brief daily check-ins for a short period.
Fast feedback loops reduce anxiety, too. When employees don’t know how they’re doing, they often assume the worst. Regular, concrete feedback makes the process feel more predictable.
Also, balance corrective feedback with recognition of progress. Not as a pep talk, but as accurate data: “This week you hit the deadline and the client had no revisions. That’s exactly the improvement we needed.”
Remove blockers you control
If the employee needs faster decisions, clearer priorities, or access to tools, fix what you can quickly. A PIP is not the time to be passive about systemic friction.
Sometimes the blocker is role clarity. If the employee is doing work that isn’t actually part of their priorities, they may be failing at the work that matters. Help them stop doing low-value tasks—even if those tasks are comfortable.
It can also help to clarify what “good enough” looks like. Perfectionism can be a hidden performance issue if it causes missed deadlines or over-investment in the wrong details.
Offer coaching conversations, not just status updates
If each check-in feels like a courtroom, the employee will freeze. Make room for coaching: talk through how to approach a task, how to prioritize, how to communicate risks, or how to handle stakeholder pushback.
Some managers are naturally strong coaches; others want to build that skill. In those cases, external support can help managers learn how to coach while holding the line on standards. Many organizations use professional coaching for leaders to strengthen the manager’s ability to run high-stakes conversations with clarity and empathy.
The point isn’t to outsource management. It’s to help managers develop the capabilities that make performance management more effective—and less draining.
If the employee improves: how to finish the PIP the right way
Close the loop with a clear “what good looks like going forward”
When an employee meets the goals, don’t just say “Congrats, you’re done” and move on. Spell out what needs to continue. Which new habits are now the standard? What metrics will you keep watching? What check-in cadence will you use post-PIP?
This helps prevent backsliding and reassures the employee that they’re not permanently “under suspicion.” It also sets a healthier norm for the team: performance is managed through clear expectations, not ongoing fear.
Document the completion in writing, including the goals met and the expectations going forward. Clarity protects both sides and makes the outcome feel real.
Rebuild confidence and re-integrate the employee
Even a successful PIP can be bruising. The employee may feel embarrassed or isolated. As a manager, you can help by assigning work that allows them to demonstrate their renewed reliability and by giving appropriate visibility when they deliver strong results.
Be thoughtful about team dynamics. You don’t need to share private details, but you do want to ensure the employee has a genuine path back to trust. That often comes from consistent delivery over time, paired with fair recognition.
If the performance issue impacted stakeholders, consider a reset conversation: “We’ve aligned on expectations and the work is back on track.” Keep it factual and forward-looking.
Use what you learned to prevent repeat issues
A successful PIP should teach the manager something too. Maybe the role expectations weren’t clear enough. Maybe onboarding needs improvement. Maybe the team needs a better workflow for prioritization and handoffs.
Capture these lessons and make small changes. Over time, those changes reduce the need for formal performance plans because problems are addressed earlier and more consistently.
This is where broader organizational support can matter. If you’re improving your management systems and leadership pipeline, partners like Relevant Insight consulting services can support leaders in building clearer operating rhythms, stronger accountability, and healthier feedback cultures.
If the employee doesn’t improve: how to handle next steps with respect
Decide based on evidence, not vibes
When a PIP ends without sufficient improvement, emotions can run high. The employee may argue that they “tried really hard,” and the manager may feel frustrated that change didn’t stick. This is exactly why measurable goals and documentation matter.
Review the evidence against the agreed expectations. Which goals were met? Which were not? Were there extenuating circumstances? Did the manager deliver the promised support? Stick to the facts you both committed to at the beginning.
Even if the outcome is separation, evidence-based decisions are fairer and easier to communicate.
Consider role fit and alternative paths when appropriate
Sometimes the person isn’t failing because they’re incapable—they’re failing because the role doesn’t match their strengths. If there’s an internal role that better fits and the employee has demonstrated strong capability elsewhere, a transfer can be a win-win.
That said, avoid using transfers as a way to “move the problem.” Any alternative path should be realistic and supported by evidence that the employee can succeed in the new scope.
If a transfer isn’t feasible, be direct and respectful about the outcome. People can handle hard news better than ambiguous limbo.
Protect the team while staying humane
Performance issues don’t just affect the employee—they affect peers who pick up slack, stakeholders who lose trust, and customers who experience delays or errors. Managers have a responsibility to protect the team’s workload and morale.
At the same time, the employee deserves dignity. Communicate clearly, follow your policies, and avoid unnecessary drama. If you need to end employment, do it in a way that is consistent, respectful, and as supportive as your organization can reasonably be.
How you handle these moments becomes part of your culture. Teams watch closely, and they remember whether leadership acted with fairness.
Making PIPs less scary by strengthening everyday management
Normalize early feedback and micro-corrections
The best way to make PIPs rare is to make feedback normal. When managers give small, timely corrections, performance issues don’t have time to harden into patterns. Employees also learn that feedback isn’t a sign of doom—it’s part of doing good work together.
Try using simple feedback structures like: observation → impact → next step. Keep it short and specific. Over time, this builds a culture where performance conversations are less loaded.
And if you’re a manager who avoids feedback because it feels awkward, that’s a skill you can build. Like any leadership skill, it gets easier with practice and support.
Set clearer expectations at the start of projects and roles
Many performance issues come from mismatched expectations. The manager thinks something is implied; the employee thinks something else is acceptable. Clear expectations prevent that drift.
At the start of a project, define what “done” means, what quality looks like, who owns what, and how progress will be communicated. At the start of a role, clarify the most important outcomes and how performance will be evaluated.
This isn’t bureaucracy—it’s kindness. Clarity reduces stress and helps people succeed.
Invest in manager development so PIPs become a last resort
Strong managers don’t just “hold people accountable.” They build environments where people can do their best work: clear priorities, good feedback loops, healthy standards, and real support.
When organizations invest in manager capability, performance conversations improve across the board. PIPs become more effective when they’re needed—and less frequent because issues are handled earlier.
If you take one idea from this article, let it be this: a PIP is not a magic fix. It’s a structured moment in a much bigger leadership system. When that system is healthy, a PIP can be fair, focused, and genuinely helpful. When that system is broken, a PIP becomes a symbol of everything people don’t trust about performance management.