Most managers hate writing performance improvement plans. Employees panic when they hear the term. HR teams worry about documentation gaps.
That's why a good PIP needs to balance two things: accountability for the business and fairness for the employee. A performance improvement plan (PIP) doesn't have to feel like a prelude to termination. When done right, it creates clarity, sets measurable goals, and gives employees a realistic chance to improve.
This guide covers everything you need to create a fair, effective performance improvement plan — including free templates, realistic examples, SMART goal samples, timelines, meeting scripts, and step-by-step instructions for managers and HR teams.
Download the free performance improvement plan template
What you'll get in the template
This editable performance improvement plan template includes:
- Performance issue section
- Expected performance standards
- SMART goals section
- Success criteria
- Support plan
- 30/60/90-day timeline
- Check-in schedule
- Possible outcomes
- Employee acknowledgment section
Who should use this PIP template?
This performance improvement plan template is designed for:
- HR managers documenting performance concerns
- Team managers preparing a fair improvement plan
- Startup founders creating a simple performance process
- People leaders standardizing PIP documentation
- Employees who want to understand what a fair PIP looks like
What is a performance improvement plan (PIP)?
A performance improvement plan, or PIP, is a formal document that explains specific performance concerns, sets measurable improvement goals, defines support, and gives the employee a clear timeline to improve. It is a structured document that identifies specific performance issues, sets clear expectations for improvement, and creates a timeline for addressing gaps.
In HR terms, a PIP is a performance management tool — not an automatic termination notice. According to SHRM's guidance on performance management, effective PIPs provide employees with clear expectations, regular feedback, and support to help them succeed.
The purpose of a PIP is to:
- Clearly define what's not working
- Set measurable goals for improvement
- Provide support and resources
- Track progress through regular check-ins
- Document the process fairly
A PIP should not automatically mean termination. A well-designed performance improvement plan gives employees a realistic path to success — not a paper trail for exit.
What a PIP should include
When should you use a performance improvement plan?
Use a performance improvement plan when:
1. Productivity or output is consistently below expectations. If an employee repeatedly misses deadlines, delivers incomplete work, or falls short of agreed goals despite coaching, a PIP provides structure.
2. Quality issues persist after feedback. When work quality stays low even after multiple conversations, a formal improvement plan documents expectations clearly.
3. Attendance or reliability becomes a pattern. Frequent lateness, unplanned absences, or missed meetings that disrupt team workflow may need a formal plan.
4. Communication or collaboration breaks down. If an employee consistently misses updates, ignores feedback, or creates friction with teammates despite coaching, a PIP can clarify expectations.
5. Sales or performance metrics fall short. For roles with clear targets (sales, customer support, production), a PIP can define what "good" looks like and track improvement.
6. Leadership or judgment concerns emerge. If a manager makes repeated decisions that hurt the team or business, a PIP can outline specific behavioral or outcome changes.
The key: PIPs work best when the employee has already received feedback, coaching, and a chance to improve informally. Continuous feedback helps prevent performance issues from reaching the PIP stage.
When NOT to use a performance improvement plan
Don't use a PIP when:
1. The real issue is a layoff or budget cut. If the company needs to reduce headcount, don't disguise it as a performance issue. That's unfair and erodes trust.
2. Expectations were never clearly communicated. If an employee didn't know what success looked like, the problem isn't their performance — it's unclear management.
3. Onboarding or training was inadequate. If someone was never properly trained, don't blame them for not knowing how to do the job.
4. The issue is actually a personality conflict. PIPs should address measurable performance gaps, not personality clashes or manager preferences.
5. The timeline is unrealistic. If an employee needs to master a skill that normally takes six months but the PIP gives them two weeks, the plan is designed to fail.
You've already decided to terminate. If the decision is made, don't waste everyone's time with a performance improvement plan. Be direct and respectful. A fair PIP follows documented feedback and coaching. If this is the first time the employee is hearing about the issue, it's not time for a PIP yet.
What makes a good performance improvement plan?
A good PIP is specific, measurable, and realistic. A bad PIP uses vague language that sets the employee up to fail.
The difference? The better examples are measurable, specific, and achievable. The employee knows exactly what success looks like.
Signs a performance improvement plan may be unfair
Not all PIPs are created fairly. Watch for these red flags:
1. Moving goalposts. If the goals change halfway through the PIP or the manager adds new expectations without notice, the plan isn't fair.
2. Vague expectations. If the employee can't clearly explain what they need to do to succeed, the PIP is poorly written.
3. No support provided. If the plan lists goals but offers no training, resources, or coaching, it's not designed for success.
4. No prior documentation. If this is the first time the employee is hearing about the performance issue, the PIP feels like a surprise attack.
5. Unrealistic timelines. If the goals require skills or behavior changes that normally take months but the PIP gives them two weeks, it's a setup.
6. Skipped check-ins. If the manager doesn't meet regularly to review progress, the employee has no chance to course-correct.
One red flag alone does not always mean a PIP is unfair. But if several of these happen together, the process may need HR review. A fair PIP should feel like a clear roadmap, not a trap.
What should a performance improvement plan include?
According to AIHR's PIP template guidance, every performance improvement plan should include these core elements:
Important: Employment laws and documentation requirements vary by country, state, and company policy. HR teams should review PIP templates with their legal or HR compliance team before using them for formal employment decisions.
Free performance improvement plan template
Before using this PIP template, check that it includes:
- Specific performance issue
- Clear examples with dates
- Expected performance standards
- SMART goals
- Success criteria
- Realistic timeline
- Manager support and resources
- Check-in schedule
- Possible outcomes
- Employee acknowledgment section
Performance improvement plan examples
Here are realistic examples of performance improvement plans for common workplace issues.
Example 1: Quality issue (Marketing Coordinator)
Performance Issue:
Over the past 45 days, three blog posts contained factual errors that required republishing. Two social media posts included broken links that were not caught before publishing.
Goal 1:
Submit all blog posts with zero factual errors for the next 60 days. Use the fact-checking checklist before submission.
Goal 2:
Test all links in social media posts before scheduling. Maintain a 100% accuracy rate for the next 60 days.
Goal 3:
Attend content quality training session and implement the checklist process immediately.
Support Provided:
- Weekly 1-on-1 with manager to review drafts before publishing
- Access to fact-checking checklist and style guide
- Paired with senior writer for peer review process
Timeline: 60 days
Example 2: Sales performance (Account Executive)
Performance Issue:
Sales performance has been below quota for the last three consecutive quarters (65%, 70%, 60% of quota respectively). Current pipeline value is 40% below target for this stage of the quarter.
Goal 1:
Achieve at least 85% of quarterly sales quota by the end of the current quarter.
Goal 2:
Build pipeline value to at least 90% of target within 30 days.
Goal 3:
Complete 20 qualified discovery calls per week for the next 90 days.
Support Provided:
- Weekly coaching sessions with sales manager
- Shadowing top-performing AE during discovery calls (weeks 1-2)
- Access to sales methodology training
Timeline: 90 days
Example 3: Communication issue (Product Manager)
Performance Issue:
Stakeholder updates have been inconsistent. Three project delays were not communicated until after deadlines passed. Engineering team reported confusion about feature priorities during sprint planning.
Goal 1:
Send stakeholder project updates every Monday and Thursday before 3 PM for the next 60 days.
Goal 2:
Communicate any anticipated project delays at least 48 hours before the deadline, including revised timeline and reason.
Goal 3:
Provide clear, prioritized feature lists to engineering team at least 24 hours before each sprint planning session.
Support Provided:
- Weekly check-in with manager to review communication plan
- Communication template for stakeholder updates
- Paired with senior PM for stakeholder management coaching
Timeline: 60 days
Example 4: Attendance issue (Customer Support Representative)
Performance Issue:
Over the past 30 days, arrived late on 8 occasions causing coverage gaps during morning shift hours. Two unplanned absences without prior notice.
Goal 1:
Arrive before scheduled shift start time for the next 30 workdays.
Goal 2:
Request time off at least 24 hours in advance except for emergencies.
Goal 3:
Maintain 100% attendance for scheduled shifts over the next 30 days.
Support Provided:
- Flexible shift adjustment if transportation is an issue (discuss at first check-in)
- Weekly check-ins to address any scheduling concerns
Timeline: 30 days
Example 5: Leadership issue (Team Lead)
Performance Issue:
Team members report unclear priorities and inconsistent feedback. Two team members escalated concerns about conflicting instructions during sprint planning. One team member submitted a transfer request citing unclear expectations.
Goal 1:
Provide clear, prioritized task lists to team members at the start of each week for the next 60 days.
Goal 2:
Hold weekly 1-on-1 meetings with each direct report to clarify expectations and provide feedback.
Goal 3:
Complete leadership training on effective delegation and feedback within 30 days.
Support Provided:
- Bi-weekly coaching sessions with department head
- Leadership training course enrollment
- 360 feedback review to identify blind spots
Timeline: 60 days
SMART goal examples for PIPs
SMART goals are specific, measurable, achievable, relevant, and time-bound. Here's how to write them for performance improvement plans.
For more guidance on writing effective goals, see our complete guide to SMART goals.
Good SMART goals include:
- What needs to improve
- How success is measured
- When the goal should be achieved
How to write a performance improvement plan step by step
Here's how to create a fair, effective PIP from start to finish. The U.S. Chamber of Commerce's PIP guidance emphasizes clear documentation and measurable goals throughout the process.
Step 1: Document the performance issue clearly
Before writing a PIP, gather evidence. Include:
- Specific examples with dates
- Prior feedback or coaching conversations
- Impact on the team or business
- Any previous attempts to address the issue informally
Don't write a PIP based on vague feelings. Document specific incidents.
Step 2: Write SMART goals
Each goal should be:
- Specific: What exactly needs to improve?
- Measurable: How will you track progress?
- Achievable: Is this realistic given the timeline?
- Relevant: Does this goal address the core issue?
- Time-bound: When should this be achieved?
Avoid vague goals like "improve attitude" or "be more professional." Write goals that the employee can clearly understand and measure.
Step 3: Define support and resources
A fair PIP includes support. Ask yourself:
- What training does the employee need?
- What coaching can I provide?
- What tools or resources will help them succeed?
- Who can they shadow or learn from?
If the answer is "nothing," the PIP may not be fair.
Step 4: Set a realistic timeline
Most PIPs run 30, 60, or 90 days depending on the issue.
30 days: Simple behavioral changes (attendance, communication habits)
60 days: Skill development or process improvements
90 days: Complex skills, sales performance, leadership behaviors
Don't give someone two weeks to master something that normally takes three months.
Step 5: Schedule regular check-ins
PIPs need weekly or bi-weekly check-ins. Without them, the employee has no chance to course-correct. Regular one-on-one meetings during the PIP period help managers provide feedback, address obstacles, and track progress clearly.
Check-ins should:
- Review progress on each goal
- Provide feedback on what's working
- Address obstacles or confusion
- Adjust support if needed
Don't wait until the end of the PIP to tell someone they're failing.
Step 6: Document everything
Track:
- Meeting dates and notes
- Examples of progress or continued issues
- Support provided (training attended, coaching sessions held)
- Employee questions or concerns
Good documentation protects both the employee and the company.
Step 7: Close the PIP with a clear outcome
At the end of the timeline, review progress and decide:
1. If goals are met: Close the PIP. Return to standard performance management. Celebrate improvement.
2. If goals are partially met: Consider extending the PIP, adjusting the role, or providing additional support.
3. If goals are not met: If the employee didn't improve despite clear expectations and support, the company may decide to end employment.
Be direct and respectful about the outcome.
30, 60, and 90-day PIP timeline examples
Different issues need different timelines. Here's how to match the PIP length to the problem.
1. 30-day PIP example:
Goal: Arrive before scheduled shift start for the next 30 workdays.
Check-ins: Weekly
2. 60-day PIP example:
Goal: Submit all deliverables with zero factual errors for the next 60 days using the fact-checking checklist.
Check-ins: Bi-weekly
3. 90-day PIP example:
Goal: Achieve at least 85% of quarterly sales quota by end of current quarter.
Check-ins: Weekly pipeline reviews
PIP meeting script for managers
Here's what to say when delivering a performance improvement plan.
For more guidance on giving effective feedback, see our guide to employee feedback examples.
1. Opening the conversation
What to say:
"Thank you for meeting with me. I want to talk about some performance concerns I've been seeing and outline a plan to help you improve. This is a performance improvement plan, and I want to walk through it with you clearly."
What NOT to say:
"You're on a PIP now, so this is serious."
(This creates defensiveness before you've even explained the issue.)
2. Explaining the issue
What to say:
"Over the past [timeframe], I've noticed [specific examples with dates]. This has impacted [team/project/client] in these ways: [impact]. I want to be clear about what needs to improve and how we can support you."
What NOT to say:
"You've been underperforming."
(This is vague and unhelpful.)
3. Reviewing the goals
What to say:
"Here are the specific goals we need you to achieve over the next [30/60/90] days. Let me walk through each one so we're both clear on what success looks like."
What NOT to say:
"You need to improve everything."
(This is overwhelming and unclear.)
4. Explaining support
What to say:
"Here's how I'm going to support you: [training, coaching, resources]. We'll meet [weekly/bi-weekly] to review progress, and I'm here to answer questions."
What NOT to say:
"You're on your own now."
(A fair PIP includes support.)
5. Closing the conversation
What to say:
"Do you have any questions about the goals, timeline, or support? I want to make sure you understand what success looks like."
What NOT to say:
"Sign this or you're fired."
(This makes the PIP feel like a threat, not a tool.)
HR documentation checklist for PIPs
Use this checklist to make sure your performance improvement plan documentation is complete.
Tools like performance review software can help HR teams track documentation, schedule check-ins, and maintain consistent records across all PIPs.
Before issuing the PIP:
- Prior feedback documented (emails, 1-on-1 notes, performance reviews)
- Specific examples with dates collected
- Manager consulted with HR before drafting PIP
- Goals written in SMART format
- Support resources identified
During the PIP:
- Check-in meetings scheduled
- Progress documented after each check-in
- Employee questions or concerns noted
- Support provided (training attended, coaching sessions held)
- Any obstacles or challenges documented
At the end of the PIP:
- Final progress review completed
- Outcome decision documented
- Employee notified of outcome in writing
- PIP closed or extended in HRIS
Common mistakes managers make with PIPs
Here's what goes wrong when performance improvement plans are poorly executed.
1. Vague goals: If the employee can't clearly explain what they need to do to succeed, the goals are too vague.
Fix: Write goals that are specific, measurable, and time-bound.
2. Emotional or subjective wording:
PIPs should focus on observable behaviors and measurable outcomes, not personality or attitude.
Bad: "Improve your negative attitude."
Better: "Respond to team messages within 4 business hours for the next 30 days."
3. Surprise PIPs: If this is the first time the employee is hearing about the performance issue, it's too soon for a PIP.
Fix: Provide feedback and coaching first. PIPs should follow documented conversations.
4. Moving goalposts: If the goals change halfway through the PIP, it's not fair.
Fix: Set clear goals at the start and don't add new expectations unless circumstances genuinely change.
5. Lack of support: If the PIP lists goals but offers no training, coaching, or resources, it's designed to fail.
Fix: Define what support you'll provide and actually provide it.
6. Skipped check-ins: If the manager doesn't meet regularly to review progress, the employee has no chance to course-correct.
Fix: Schedule weekly or bi-weekly check-ins and hold them consistently.
Signs your performance improvement plan is failing
Sometimes PIPs don't work. Here's how to tell if the plan is off track.
1. Unclear expectations: If the employee asks "what does good look like" and the manager can't answer clearly, the goals are poorly written.
2. No support provided: If the manager never holds check-ins, doesn't provide coaching, and offers no resources, the PIP is failing.
3. Skipped check-ins: If weeks go by without progress reviews, the employee has no feedback loop to improve.
4. Employee confusion: If the employee doesn't understand what they need to do differently, the PIP is poorly communicated.
5. Unrealistic timelines: If the goals require skills or behavior changes that normally take months but the PIP gives them two weeks, it's not fair.
6. Moving targets: If the manager keeps adding new expectations or changing goals mid-PIP, the plan is failing.
A failing PIP helps no one. Fix the process or admit the plan isn't working.
What should employees do after receiving a PIP?
If you're an employee who just received a performance improvement plan, here's what to do.
1. Ask questions:
If anything is unclear, ask your manager to explain. Don't leave the meeting confused.
Questions to ask:
- "Can you walk me through each goal and what success looks like?"
- "What support will I receive during this process?"
- "When will we meet to review progress?"
2. Document everything:
Keep your own notes:
- What you're working on
- Progress you're making
- Support you've received (or requested but didn't receive)
- Questions you've asked
This protects you if the process isn't fair.
3. Clarify expectations: If a goal feels vague, ask your manager to make it more specific.
4. Request support: If you need training, coaching, or resources to succeed, ask for them.
5. Stay proactive: Don't wait for your manager to check in. Share progress updates regularly.
6. Keep doing good work: Focus on meeting the goals outlined in the PIP. Show improvement where you can.
7. Know your rights: If the PIP feels unfair (surprise expectations, moving goals, no support), document it and consider talking to HR.
What happens after a performance improvement plan?
At the end of the PIP timeline, one of these outcomes typically happens:
1. Successful improvement: If the employee meets the goals, the PIP closes. They return to standard performance management. The improvement is documented, and they move forward.
2. Extension: If the employee made progress but didn't fully meet expectations, the PIP may be extended by 30-60 days. This gives more time to improve with continued support.
3. Role change: Sometimes the issue isn't poor performance — it's a bad fit for the role. The employee may move into a different position where their skills are better aligned.
4. Termination: If the employee didn't improve despite clear expectations, support, and time, the company may decide to end employment.
A fair PIP should make the outcome predictable. The employee should know throughout the process whether they're on track or falling short.
PIP vs coaching vs disciplinary action
Performance improvement plans are not the same as coaching or disciplinary action. Here's the difference.
Coaching happens in regular one-on-one meetings and ongoing feedback conversations. It's informal and focused on growth.
PIPs are formal. They follow coaching and document specific performance gaps with measurable goals.
Disciplinary action addresses misconduct (harassment, theft, policy violations), not performance.
Don't confuse them. Coaching builds skills. PIPs address performance gaps. Disciplinary action addresses behavior violations.
How HR software can simplify performance improvement plans
Managing PIPs through spreadsheets and scattered documents often creates confusion. Goals get lost, check-ins get skipped, and documentation gaps appear.
The goal is not just to document poor performance. It is to make improvement visible, trackable, and fair for everyone involved.
Performance management software helps managers track goals, document progress, and keep performance conversations organized.
ThriveSparrow can support this process through continuous feedback, goal tracking, performance reviews, 1-on-1 conversations, and manager visibility. This helps HR teams avoid scattered documentation and gives managers a clearer way to track improvement over time.
1. Goal tracking: Set SMART goals in one place. Managers and employees both see what success looks like.
2. Regular check-ins: Schedule 1-on-1s automatically. Track discussion topics, progress notes, and action items.
3. Continuous feedback: PIPs work better when continuous feedback is already part of your culture. Regular input reduces surprises.
4. Documentation: Keep all PIP-related notes, goals, and outcomes in one place. No more searching through email threads or Google Docs.
5. Manager visibility: HR can see which managers are running PIPs, when check-ins are scheduled, and whether documentation is complete.
Good performance management software doesn't replace the hard work of managing performance. But it makes the process clearer, more consistent, and less stressful for everyone involved.
Want to keep performance goals, check-ins, and feedback in one place? Try ThriveSparrow free for 14 days.
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Final thoughts on performance improvement plans
A performance improvement plan should create clarity, not fear. When written well, it explains what needs to improve, what support will be provided, and what success looks like. When written poorly, it becomes vague, stressful, and unfair. The difference is not the template. It is the intent, documentation, and follow-through behind it.
FAQs about performance improvement plans
1. What is a performance improvement plan?
A performance improvement plan, or PIP, is a formal document that explains specific performance concerns, sets measurable improvement goals, defines support, and gives the employee a clear timeline to improve. A fair PIP provides clarity about expectations, regular feedback, and realistic support to help the employee succeed.
2. What should be included in a PIP?
A PIP should include the performance issue with specific examples, SMART goals that define measurable expectations, a timeline for improvement (typically 30, 60, or 90 days), support resources the manager will provide, a check-in schedule to track progress, and possible outcomes explaining what happens if expectations are met or not met.
3. How long should a performance improvement plan last?
Most PIPs last 30, 60, or 90 days depending on the issue. Simple behavioral changes (attendance, communication) typically need 30 days. Skill development or process improvements usually need 60 days. Complex skills, sales performance, or leadership behaviors often need 90 days. The timeline should match the complexity of the improvement needed.
4. Is a PIP the same as getting fired?
No. A PIP is not the same as getting fired. A fair PIP gives the employee clear goals, support, and time to improve. However, if the employee does not meet expectations during the PIP period, termination may be one possible outcome. A well-designed PIP creates a realistic path to success, not just a paper trail for exit.
5. How do you write a good PIP goal?
A good PIP goal is specific, measurable, achievable, relevant, and time-bound (SMART). Instead of "improve communication," write "send project updates every Monday and Thursday before 3 PM for the next 60 days." The employee should clearly understand what success looks like and how progress will be measured.
