Performance improvement plan template
A fair performance improvement plan names the specific gaps, sets measurable goals with a deadline, spells out the support you'll give, and schedules regular check-ins. It should be a real chance to succeed, and nothing in it should be the first time the person hears about the problem.
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The template
Performance improvement plan
Employee: [name], [title]. Manager: [name]. Start date: [date]. Review date: [date, usually 30 to 90 days out].
1. Where performance isn't meeting expectations: [specific gap, with dates and examples]. [Second gap, if any.]
2. What success looks like by [review date]: [measurable goal]. [Measurable goal.]
3. Support we'll provide: [training, resources, time, pairing, clearer priorities].
4. Check-ins: [day and time], weekly, to review progress. Notes will be shared after each one.
5. Outcomes: If the goals are met, [the plan closes and normal reviews resume]. If they aren't, [possible next steps, per company policy].
Acknowledgment: Signing confirms you've received this plan, not that you agree with it. [Signatures and dates.]
Turn vague goals into fair ones
| Vague | Specific and measurable |
|---|---|
| Improve the quality of your work | Weekly reports submitted with zero calculation errors, using the review checklist, for six straight weeks |
| Be more responsive | Reply to client emails within one business day, and log each in the CRM the same day |
| Meet deadlines | Deliver all assigned tasks by their agreed date, or flag any risk at least two business days ahead |
| Communicate better with the team | Post a status update in the project channel every Monday and Thursday by noon |
What to say in the PIP meeting
I want to talk about a plan to get your performance where it needs to be. We've discussed [issue] on [dates], and it hasn't improved enough yet.
This plan spells out exactly what success looks like by [date], and the support I'll give you. I want you to succeed, and I think you can.
Let's go through it together. Tell me what's unclear, and what would help you most.
We'll meet every [day] to check progress, so nothing here is a surprise at the end.
If you've been put on a PIP
It's a serious signal, and it isn't always the end. Some people complete a plan and go on to do well.
- Read it closely. Ask for anything vague to be made specific and measurable, in writing.
- Ask what support you'll get, and use all of it.
- Keep your own notes after every check-in: what you delivered, what was said.
- Ask for a fair timeline if the goals can't realistically be met in the window.
- Think honestly about fit. If the role isn't right, quietly preparing a next step isn't giving up; it's keeping your options open.
- Get advice if something feels unfair or retaliatory. HR, or an employment lawyer, can help.
Prep the meeting with Lauren
putting someone on a PIP next week. HR wrote most of it. I feel like the bad guy
that feeling usually means you care about doing it fairly. that's a good thing
check one thing for me: are the goals measurable? could she tell on her own whether she's hitting them?
one of them says 'improve communication with other teams'
that one needs work. try: "Send a written status update to [the partner teams] every Friday by 3pm." she can see it, you can see it. fair plans are specific plans
Make it a real chance.
Text Lauren where things stand. She'll help you make the goals fair and specific, and prep the conversation, whether you're writing the plan or on one.
Hi Lauren! I need help with a performance improvement plan.
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Frequently asked questions
What should a performance improvement plan include?
The specific performance gaps with examples, measurable goals, a deadline, the support you'll provide, a check-in schedule, and what happens if the goals are or aren't met.
How long should a PIP last?
Usually 30 to 90 days, depending on the role and the goals. The person needs a realistic amount of time to show sustained improvement.
Does a PIP mean I'm going to be fired?
Not always, though it's a serious warning. Some people complete their plan successfully. Treat it seriously, ask for clear goals and support, and keep your own records.
Should HR be involved in a PIP?
Yes. HR can make sure the plan is consistent with company policy and the law, and can help you write fair, measurable goals.