Performance Improvement Plan: A Complete Guide

A Performance Improvement Plan (PIP) is more than just a tool for fixing problems; it is a clear path to help an employee meet company standards. With the workplace focusing more than ever on employee retention, most managers will likely need to create one of these plans at some point.

Typically, PIPs are created for employees who aren’t fulfilling the requirements of their role. The idea is: they must meet the objectives outlined in the PIP to stay in their job. However, a PIP is not punitive. In fact, it is one of the best ways to support a struggling team member.

When done right, they give someone a fair, honest chance to get back on track with the help they need.

This guide explains how to use a Performance Improvement Plan to encourage growth and turn poor performance into a success story. 

Key Takeaways

• A Performance Improvement Plan (PIP) can provide a clear path to a struggling employee on how they can get their work up to par.
• They help people understand exactly how they need to improve to meet company standards. This helps individuals, managers and companies as a whole reach their goals.
• Deciding whether someone needs a PIP involves asking targeting questions about their potential and regarding the context of the problem, to be sure that the effort required will be fruitful.
• Managers must follow all procedures and provide written documentation defending the decision to implement a Performance Improvement Plan.
• Writing an effective PIP involves defining the problem and the goal(s), setting a timeframe for completion, identifying the skills required to meet the goal(s), outlining appropriate training, and clearly indicating the support that will be provided throughout.
• Putting a PIP into action involves discussing everything with the employee first, then monitoring their progress as they work toward their improvement goal(s) and finally assessing the results in a fair and sometimes flexible manner.
• Employees going through a PIP should remember they are valued and the company is taking the time and making the effort to help them improve. Getting involved and being proactive will show you care, too.
• Checklists and templates can help everyone get started, and a performance management suite can help with both planning and implementing the process, thanks to custom questionnaires, goal-tracking modules, manager journals, and more. 

Table of Contents

1. Why Implement a Performance Improvement Plan?

2. PIP Checklist: Deciding Whether an Employee Needs a Performance Improvement Plan

3. 5 Steps to Writing an Effective Performance Improvement Plan

4. Implementing a PIP: A 3-Phase Framework

5. How to Survive a Performance Improvement Plan

6. Performance Improvement Plan Checklist and Templates

7. Primalogik performance management software supports PIPs

8. Performance Improvement Plan F.A.Q.

Why Implement a Performance Improvement Plan?

Why should you create a Performance Improvement Plan? A PIP helps people understand exactly how they must grow. It also allows management to document and track proposed and accomplished performance and development goals. In short, it’s one of the best ways to help an underperforming employee.

Overall, PIPs help individual employees, managers and organizations as a whole:

• For Individual Employees: They support professional growth by providing a step-by-step path toward improvement based on clear guidance for those who may be struggling. 
• For Organizations: They help minimize turnover of valued employees by providing a clearly documented framework for addressing performance issues through concrete action.
• For Managers: They contribute to improved communication and make decisions regarding retention, promotion and termination much easier.

PIP Checklist: Deciding Whether an Employee Needs a Performance Improvement Plan

Deciding whether to create a Performance Improvement Plan for a given employee can be as simple as asking the right questions.

• Has the employee engaged in behaviour that can be improved through a PIP? If the employee has displayed a pattern of unethical behaviour, a PIP probably won’t help—unless this person truly wants to change. Consider whether the problem involves a lack of integrity. 
• Do you believe the employee can improve? Does this individual possess the talent and willpower to grow in their role? Or is the role simply a poor fit? In this case, you might consider alternatives. For instance, perhaps the employee could be transferred to a new position. HR should then lead the development of a new PIP, coordinating with the new and prior managers.
• How long has the issue been occurring? If it began recently, the employee may be dealing with a personal challenge that is affecting their performance. Without prying, have a private conversation with the employee about your concerns. See if the employee volunteers possible reasons for it. This will help you assess whether a PIP is in order or whether another solution could help. (For instance, does the employee mainly need help with childcare to regain work/life balance?)
• Is the problem individual or structural in nature? Consider whether the performance issues at hand relate to working on a remote or hybrid team. People in certain roles may struggle more than others because of their duties. Think about whether any structural changes would benefit employees. 

Defending the decision to implement a PIP

It’s important that the employee’s manager write up a detailed rationale for implementing PIP to share with HR. This writeup should share examples of the employee’s behaviour or performance, along with dates if possible. The manager should also share actions that they have already taken to address the problem.

To defend the decision to implement a PIP, frame it as a commitment to employee success rather than a step toward termination. By highlighting specific, documented performance gaps that impact team goals, you demonstrate that the decision is based on objective data rather than personal bias. This positioning shows that the PIP is designed to provide the employee with the exact tools and clarity they need to succeed.

Managers can also learn more about the overall ROI of a Performance Improvement Plan to defend the decision to implement one.

5 Steps to Writing an Effective Performance Improvement Plan

Let’s discuss how to draft a Performance Improvement Plan. HR should work with the manager to create the PIP.

Step One: Define the Problem and Goal

Determine the issue(s) you need to correct. Then establish your main goal, or goals, for the Performance Improvement Plan. Talk with employees about this— according to a survey by Gallup, involving employees in goal-setting makes them 3.6 times more engaged in reaching their goals.

During this phase, review the employee’s job description. Make sure each goal falls within its scope.

Step Two: Set the Timeframe

Specify the date by which you expect the employee to meet the defined goal(s). PIPs often last 30, 60, or 90 days, depending on the complexity of the goal(s) outlined.

It’s a good idea to state milestones or OKRs that fall within this timeframe, too. Note the dates when you expect to see the employee achieve them.

Step Three: Identify the Skills Required to Meet the Improvement Goals

State the specific skills the employee needs to develop in order to meet the outlined performance improvement goals. 

Step Four: Determine training opportunities.

Specify the training the employee will need to develop those skills. State exactly where and how the employee will access the training. Create a calendar that shows when the employee will undergo particular learning opportunities.

Step Five: Specify support provided.

Managers should always follow general best practices for employee development and training. This includes meeting with the employee on a regular schedule. For instance, manager and employee might meet once per week to discuss progress.

Managers should also enlist the employee’s help in creating the plan. HR and the manager will drive the creation of the plan, but employees should share their input. This will help them feel more invested in following through.

Implementing a PIP: A 3-Phase Framework

Whether you have a remote, hybrid, or in-person workforce, you’ll follow the same process to implement a PIP.

Phase 1: Discuss the Problem and the Plan

Right at the start, have a conversation with the employee to introduce the Performance Improvement Plan. An HR staff member might join the employee’s manager for this discussion. Get the employee’s input about the steps of the plan. Determine whether any modifications are needed. Then discuss in detail how the employee will fulfill its requirements. It’s important to involve the employee in the process right from the beginning, keeping in mind always that the PIP is being put in place to help them.

Phase 2: Monitor Progress

As you implement the PIP, assess progress continuously. This means first choosing the right metrics for evaluating employee performance.

You can use performance management software to assess performance as accurately and fairly as possible. Professional, dedicated tools will let you observe and track progress on a daily basis based on custom goals. This becomes especially important in the context of remote and hybrid teams.

Be sure to observe patterns over time. How does the employee’s performance compare with three months ago? Or last year? Take into consideration all relevant factors when assessing progress.

Phase 3: Assess Results

As you approach the end of the designated timeframe, evaluate whether the employee has achieved the goal. Be flexible if appropriate. Sometimes it may be helpful to give the employee some extra time to reach their goals depending on the circumstances. 

For instance, if the employee is making clear progress, you might allow a few more weeks to get up to speed. Using performance management software will help you to observe patterns and make predictions that inform your decision.

How to Survive a Performance Improvement Plan

What if you’re on the receiving end of a Performance Improvement Plan? We have some advice for those in that situation. If you’re a manager, you could share this guidance with employees going through a PIP.

1. Receiving a Performance Improvement Plan can feel stressful. With the right approach, though, you can impress company management and get back on track.
2. Know that if you’re receiving a PIP, your company values you. They want to keep you on board.
3. Avoid being defensive. Instead, be curious. Seek input on where and how to improve.
4. Take initiative. Follow up with your boss, asking about your progress. Reach out to set up meetings if you don’t have a time set already. Take advantage of every training opportunity provided. Show you’re taking the process seriously. 

Performance Improvement Plan Checklist and Templates

Here are a couple of resources that can help you get the Performance Improvement Plan right:

Performance Improvement Plan Template (Blank)

Worried about skipping important details when you create a Performance Improvement Plan? Use this template to get organized:

Employee Name:

Role:

Supervisor:

Date:

___________________________________________________________________________________

Issues to Address:

___________________________________________________________________________________

Developmental Goals (list up to 3, with milestones below them):     Achievement Date:

a:
b:
c:

a:
b:
c:

a:
b:
c:

___________________________________________________________________________________

Training Requirements:  Start Date:                     Completion Date:

1.

2.

3.

___________________________________________________________________________________

Follow-Up Meetings (specify a routine date and time, if possible):

___________________________________________________________________________________

Example of a Real Performance Improvement Plan

Take a look at this example of a PIP to get an idea of what a real one looks like:

Employee Name: Amy Smith

Role: Marketing specialist

Supervisor: Jill Greyson

Date: 01/18/2026

___________________________________________________________________________________

Issue to Address: Amy has outstanding people skills. However, she has been resisting new technology that the company’s operations now depend on. Her work has suffered because she hasn’t gotten up to speed. She also struggles to collaborate remotely and often seems disengaged from the team.

___________________________________________________________________________________

Developmental Goals (list up to 3, with milestones below them):     Achievement Date:

Gain proficiency in the new software. 1/3/2026
a: Successfully complete training on using it. 1/24/2026
b: Apply this knowledge in her daily work. 2/15/2026
c: Teach a new hire to use the software. 2/28/2026

Successfully collaborate remotely with team. 1/3/2026
a: Participate actively in group brainstorming and work sessions. 2/15/2026
b: Bring positive energy to group collaborations. 2/22/2026
c: Engage in group work that results in successful project completion.     2/28/2026

___________________________________________________________________________________

Training Requirements:  Start Date:                     Completion Date:

Complete software tutorial. 1/19/20236      1/24/2026

Shadow colleague who uses it 1/20/2026    2/15/2026
proficiently (3 sessions).

3. Check in with a peer mentor 1/20/2026       3/1/2026
at least twice a week to address
questions.

4.   Take workshops on building skills 1/26/2026     2/15/2026

  for remote collaboration.

___________________________________________________________________________________

Follow-Up Meetings (specify a routine date and time, if possible):

Meet with supervisor at 11 a.m. on Fridays.

___________________________________________________________________________________

Performance Improvement Plan: Quick Checklist

You can also review this list to make sure you’ve covered all bases in your PIP:

• Define what success looks like. 
• Establish clear, objective metrics for evaluating progress.
• State the training needed and how the employee will access it.
• Specify consequences—what will happen if the employee does not achieve the objectives.

Primalogik performance management software supports PIPs

At Primalogik, we believe that happy employees help organizations thrive. That’s why we offer a complete performance management software solution that contains all the necessary features for creating and managing Performance Improvement Plans:

• Create custom questionnaires;
• Track goals;
• Keep a manager journal;
• Do regular check-ins;
• Keep all relevant documentation in a secure online location.

Across industries—from Technology to Healthcare and Education—our award-winning performance management platform provides the quick setup and ease-of-use today’s businesses need. Book a free demo today!

Performance Improvement Plan F.A.Q.

1. When should I move from informal coaching to a formal Performance Improvement Plan?

It’s time for a PIP when an employee has been given clear feedback and support but fails to show sustained improvement over two or more review cycles.

2. What is the manager’s primary role during the PIP?

The manager is a coach and evaluator. Their job is to provide the promised resources and document every interaction and outcome objectively. Using a performance management platform can help.

3. How much documentation is enough to justify a PIP?

You should have a log of at least 3–5 specific instances where performance missed the mark, including dates and the feedback previously given.

4. Can I include attitude or soft skills in the goals?

Goals must all be S.M.A.R.T. If you can couch issues related to attitude or soft skill in measurable terms, they can be included in a PIP.

5. How do I determine whether an employee has really improved?

Compare the criteria for success defined at the start against the documented output. If the measurable goals weren’t met, the data (not your personal feelings) dictates the result.

6. What should I avoid when putting together a PIP?

Be careful not to use PIPs only as a step toward firing employees. While firing an employee may occasionally be necessary, PIPs should lead to growth. If that’s not happening, it could be a sign of poor management practices.

7. Are there any drawbacks to a Performance Improvement Plan?

Most notably, designing, implementing, and monitoring it can take time. So, evaluate whether it’s the right course of action before starting, and make sure you have the right software to put goals tracking into place.

Also, avoid being too lenient (you do want to motivate the employee to improve), harping on consequences (don’t focus on potential negative repercussions) or only making demands (remember that you have to support the employee in making the required improvements, not just demand that new goals be met).