A performance improvement plan (PIP) is a structured, time-limited agreement on what needs to change. Done well, it gives someone a fair chance to recover. This guide covers when to use one, what goes in it, and a template you can download.
Use a PIP when a performance gap is clear, has been raised before, and has not closed. It formalizes expectations and support for a fixed period. It is not a first step and not a substitute for a conversation.
Do not use one as a paper trail for a decision already made. People can tell, it damages trust across the team, and in many jurisdictions it can weaken your position rather than strengthen it. If the decision is to exit the person, handle it as that.
Before you reach for a PIP, check that
The expectation was clear and written down, and the person knew about it.
You gave specific feedback on the gap at least once, with examples, and with time to respond.
The cause is performance, not a mismatch in role, workload, tools or health that coaching or adjustment would fix.
You have consulted HR, and in many countries legal counsel, on local requirements.
What goes in a performance improvement plan
Basics: name, role, manager, the plan’s start and end dates, and check-in dates.
The gap: one paragraph describing the difference between what the role needs and what is happening, in factual terms.
Evidence: dated, specific examples, with the expectation and what occurred.
Expectations: up to three, each stated as something observable, not as a trait.
Measures: how progress on each expectation will be measured and by when, with numbers or deliverables wherever possible.
Support: what you will provide, such as coaching, training, reduced scope, a buddy or better tools, and who is responsible.
Check-ins: a log of dates, discussion, progress and agreed next steps.
The employee’s voice: space for their comments, in their own words.
Outcome: expectations met, partly met or not met at the end, and the decision that follows.
Writing expectations that can be measured
The test for each expectation: could two people independently look at the work at the end and agree whether it was met? If not, it is too vague.
Vague to measurable
“Be more reliable” becomes “Deliver the weekly report by 10:00 on Fridays for six consecutive weeks, and flag a risk at least one day ahead if it will be late.”
“Improve code quality” becomes “Pull requests pass review with no more than one round of significant changes, in at least 8 of the next 10.”
“Communicate better with clients” becomes “Respond to client emails within one working day and send an agenda before each client call.”
“Be a better team player” becomes “Complete and hand over the agreed documentation for each project before moving to the next, as confirmed by the receiving colleague.”
How long it should run, and how to run check-ins
Thirty to ninety days is typical, depending on how quickly the expectation can show a change. Shorter plans suit clear, behavior-based gaps; longer ones suit roles where results take time to show. Check local rules too, since some countries set minimum periods or process steps.
Meet weekly or every other week. Each check-in has the same shape: review the evidence against each measure, hear the employee’s view, remove any blocker you can, and agree what happens before the next one. Write it down the same day and share it with the employee.
Closing the plan fairly
At the end date, review the evidence against each measure, exactly as agreed at the start. There are three honest outcomes: the expectations are met and the plan closes, progress is real but incomplete and the plan is extended once with a clear reason, or the expectations are not met and you move to the next step with HR.
If the plan succeeded, say so plainly and put a follow-up date in the calendar. Improvement that is not checked later has a way of fading. One more check-in a few weeks on is a small price to protect the result.
Common PIP mistakes
Springing it on the person with no earlier feedback.
Setting expectations nobody else on the team is held to.
Piling on too many goals so that none can be met.
Skipping the support section. A plan that only lists demands is a warning letter.
Not documenting check-ins, or documenting them weeks later.
Ignoring the person’s explanations of obstacles, such as unclear requirements or missing access.
FAQ
Frequently asked questions
How long should a performance improvement plan be?
Thirty, sixty or ninety days is typical. Pick the shortest period in which a real change would be visible, and check local employment rules, which can set minimums or require certain steps.
Does a PIP always end in dismissal?
No. A well-run PIP is a genuine attempt to close a gap, and many end with the person back on track. It is also fair to say honestly that PIPs sometimes precede an exit, so treat the process with care, record it well and involve HR.
How many goals should a PIP have?
Three at most. More than that spreads effort thin and makes it hard to assess progress fairly at the end. Choose the ones that matter most for the role.
What is the difference between a PIP and a development plan?
A development plan helps someone grow toward the next role, and has no stakes attached. A PIP addresses a gap against the current role’s expectations, over a fixed time, with consequences if it does not close.
Should HR be involved?
Yes. HR can check that the process follows company policy and local law, and that similar cases are treated alike. In some countries a works council or legal counsel also has to be involved.
Where review.center fits
A PIP works when the gap is evidenced, measurable and revisited. review.center keeps each person’s category ratings across cycles and turns feedback into specific improvement points, each re-checked against the next cycle’s data. That gives you the dated evidence for the plan, and a way to confirm afterward that the improvement held. The PIP itself, and the decision, stay with the manager and HR.