A performance improvement plan (PIP) is a structured plan that helps a team member address specific performance gaps through clear expectations, measurable goals, a defined timeline, and ongoing manager support.
When performance falls short of expectations, team members and managers benefit from a shared understanding of the gap, the support available, and what happens next.
A performance improvement plan (PIP) documents that path forward. It defines the performance gap, sets achievable goals and timelines, documents available support, and creates regular opportunities for feedback.
This guide covers what a PIP is, when to use one, how to write one, and how to approach the conversation with clarity and care. You’ll also find a free, customizable PIP template that helps managers and HR teams create a consistent process while giving team members a meaningful opportunity to improve.
<< Download our free performance improvement plan template. >>
What is a performance improvement plan?
A PIP is a formal workplace document that gives a team member a defined period—typically 30-90 days—to address specific performance gaps with structured support and clear expectations. It outlines what needs to improve, what success looks like, and how their manager will support progress.
Why use a PIP template?
Building a PIP from scratch every time is time-consuming, and inconsistency across plans can create compliance risks. A template gives you a reliable starting point so you can focus on the person, not the paperwork.
A PIP template helps with:
- Consistency: A template gives managers a shared format for documenting expectations, support, and progress.
- Efficiency: A ready-made structure saves time.
- Clarity: Clear sections for performance gaps, expectations, action steps, and consequences make the plan easier for everyone to understand and follow. That structure matters: Gallup found that only 47 percent of people strongly agree they know what’s expected of them at work, while people who participate in setting their goals are twice as likely to have clear expectations.
- Customization: A template gives you a framework, but strong PIPs adapt to each person’s unique circumstances and role.
- Professionalism: A consistent format across all PIPs signals that your organization takes performance management seriously and applies it equitably.
- Documentation: PIPs create a formal, immutable record of performance concerns, expectations, and progress, valuable for legal compliance and future reference.
- Training: Templates double as training tools for managers, helping them understand what a strong PIP looks like and how to build one. 40 percent of managers don’t consider themselves advanced or expert at managing performance, so every tool helps improve that number.
- Accountability: Signature fields and documented agreements keep everyone involved aligned and accountable throughout the process. Agreements, milestones, and regular check-ins keep everyone aligned and accountable throughout the process. People who have quarterly progress checks are 2.1 times as likely to say their performance process is fair and transparent and 90 percent more likely to be engaged.
Free PIP sample template
Use our sample performance improvement plan as a starting point, then customize it to match your requirements and company policies.
<< Download our free printable PIP template. >>
When to use a PIP
PIPs work best in specific situations, and not every performance conversation calls for one. A PIP is most effective when introduced early, before performance concerns escalate. The sooner you address a gap with structure and support, the more likely you are to see a genuine turnaround. A few common scenarios where a PIP adds real value:
- Consistently missing performance expectations: When someone isn’t meeting the core requirements of their role over time, a PIP clarifies what needs to change and how to get there
- Missed deadlines: Persistent delays that disrupt workflows can be addressed through a PIP that sets clear timelines and introduces tools or strategies for better time management
- Impact on team dynamics: If one person’s performance is affecting the broader team’s morale or output, a PIP can help realign their contributions and rebuild a stronger working environment
When not to use a PIP
Recognizing when a PIP isn’t the right tool is just as important as knowing when it is. A few situations where a different approach serves people better:
- Personal challenges affecting performance: If someone’s output has dipped because of health concerns, caregiving responsibilities, or other personal circumstances, a PIP won’t address the root cause. Flexible arrangements, additional support, or employee assistance programs (EAPs) are often more appropriate.
- As a step toward separation: A PIP used without genuine intent to support improvement—essentially as a procedural checkbox before parting ways—undermines trust and defeats the process.
- Serious misconduct or policy violations: In cases involving disciplinary infractions, a verbal warning or written warning is typically the right first step, not a PIP.
Key components of a PIP
The best PIPs tell a clear story: here’s where things stand, here’s where we need to go, and here’s how we’ll get there together. Make sure your plan includes these core components.
Improvement areas
Clearly identify the specific areas of performance that require change, using concrete examples and data where possible. Vague language like “needs to improve attitude” doesn’t give someone enough to act on. Be precise about the behavior or output you’re addressing.
Past review data
Historical context matters. Including data from past performance reviews, one-on-one meetings, or documented feedback helps frame the current situation and shows the team member that this conversation is grounded in evidence.
Clear expectations
Define what success looks like specifically and measurably. If you want someone to improve their response time on customer queries, say so: “Respond to all inbound requests within four business hours” is far more actionable than “be more responsive.”
Action plan
Lay out the concrete steps the team member will take to close the performance gap, including timelines for each milestone. This is also where you document the support you’re providing, whether that’s training, mentorship, adjusted workload, or more frequent check-ins.
Progress monitoring
Specify how progress will be tracked: how often you’ll meet, who will provide feedback, and what metrics you’ll use to evaluate improvement. Also outline what happens next, whether the person meets the plan’s objectives or doesn’t—clarity here protects everyone involved.
Tie your PIP metrics to existing performance metrics your team already tracks. This makes progress easier to measure objectively and keeps the conversation focused on data, not perception.
How to write a PIP
A well-written PIP is specific, fair, and genuinely aimed at helping someone improve. Begin with the PIP template and follow the steps below to customize it for your team members.
1. Define the performance gap clearly
Start by identifying the specific gap between what’s expected and why it’s happening. Pull from performance appraisal data, documented feedback, and concrete examples. The more specific you are, the easier it is for the team member to understand what to change.
2. Set SMART goals collaboratively
SMART goals—specific, measurable, achievable, relevant, and time-bound—give both parties a shared, objective standard to work toward. Involving the team member in the goal-setting process gives them ownership over the plan and increases the likelihood they’ll commit to it.
3. Outline the support you’re providing
A PIP is a two-way commitment. Document the resources, training, coaching, or mentorship you’ll provide to help the team member succeed. This signals that the process is collaborative rather than punitive.
4. Establish a check-in cadence
Set a regular schedule for progress reviews—weekly or biweekly works well for most PIPs. Continuous feedback throughout the plan period keeps communication open and gives the team member a chance to course-correct before the end date.
5. Document and get sign-off
Once the PIP is written, walk through it with the team member in a dedicated meeting. Both parties—manager and team member—sign the document to confirm they understand and agree to the plan. Keep a copy on file for HR records.
How to run a PIP conversation
The conversation where you introduce a PIP is one of the most important parts of the process. How you handle it sets the tone for everything that follows.
Prepare thoroughly before the meeting
Review all relevant performance data, past feedback, and documentation before sitting down with the team member. Go in with specific examples ready—you want the conversation to feel grounded and fair, not reactive.
Lead with care, not criticism
Open the conversation by acknowledging the team member’s contributions and framing the PIP as a support mechanism rather than a consequence. Something like “I want to talk about some areas where I think we can set you up for more success” lands very differently than “we have a problem.”
Walk through the plan together
Go through each section of the document together, explain your reasoning for the included data, and invite their perspective. Asking “Does this feel accurate to you?” or “What support do you think would help most?” turns a one-way delivery into a two-way conversation.
Confirm understanding and next steps
Before closing the meeting, confirm that the team member understands the expectations, the timeline, and the support available to them. Schedule the first check-in before you leave the room so the next step is already in place.
PIP examples
PIPs look different depending on the nature of the performance gap. Here are a few common scenarios HR teams encounter, with guidance on what to include in each.
Example 1: Poor customer service
Context: A team member in a customer-facing role is receiving consistent negative feedback about their communication style and responsiveness.
What to include:
- Specific examples of customer feedback or complaints, with dates
- Clear expectations around response time, tone, and resolution rates
- A target customer satisfaction score to reach by the end of the PIP period
- Training or coaching resources, such as communication skills workshops or shadowing a high-performing colleague
- Weekly check-ins with the manager to review open tickets and customer interactions
Example 2: Absenteeism and missed deadlines
Context: A team member has a pattern of absenteeism and regularly submits work late, affecting the broader team.
What to include:
- A documented record of absences and missed deadlines over the review period
- Clear attendance expectations and the process for requesting time off in advance
- Specific deadline targets for the PIP period, tied to current projects
- A check-in structure to review workload and identify blockers early
- A note on any support available, such as flexible scheduling or workload adjustments, where relevant
Example 3: Unsatisfactory sales performance
Context: A sales team member has missed their targets for three consecutive quarters.
What to include:
- Quantified performance data: actual results versus targets, by quarter
- Revised, realistic targets for the PIP period with clear milestones
- A breakdown of where in the sales process performance is falling short—pipeline, conversion, deal size, etc.
- Access to additional coaching, sales training, or peer mentorship
- Biweekly pipeline reviews with the manager to track progress in real time
Advantages and disadvantages of PIPs
PIPs offer a structured way to address performance concerns, but they come with trade-offs. Here’s an honest look at both sides.
| Advantages | Disadvantages |
|---|---|
| Structured guidance: PIPs give both the manager and team member a clear framework—what to improve, by how much, and by when | Stigmatization: PIPs are sometimes perceived as punitive, which can affect morale and make it harder for the team member to engage with the process openly |
| Improved communication: The process opens a formal channel for honest, two-way dialogue—often surfacing concerns that weren’t being discussed | Time investment: Developing, managing, and documenting a PIP takes meaningful time from both managers and HR teams, which can be challenging in lean organizations |
| Focused development: A PIP zeroes in on the specific skills or behaviors that need to shift, making support more targeted and efficient than a general development plan | Limited effectiveness without root cause work: If the underlying reasons for underperformance—like unclear expectations or inadequate tools—aren’t addressed alongside the PIP, the plan alone may not move the needle |
| Formal documentation: A completed PIP creates a clear paper trail of expectations, support offered, and outcomes—important for compliance, consistency, and perceived effectiveness. Only 13.6 percent of organizations mandate documenting all formal feedback conversations. Organizations that document this report 16 percent higher perceived performance management effectiveness. | Risk of misuse: Just 22 percent of people strongly agree their review process is both transparent and fair. When teams use PIPs without genuine intent to support improvement, they erode trust and can damage the broader team’s confidence in how performance is managed |
Tips for successful PIP implementation
A PIP is only as effective as the process around it. Here are a few tips to make your PIPs more effective:
- Communicate clearly from the start. Everyone involved—the team member, their manager, and HR—benefits from a clear understanding of their role, the expectations, and the timeline. Ambiguity undermines the process before it begins.
- Check in regularly and stay flexible. Structure your progress conversations and be willing to adjust the plan if circumstances change. A PIP isn’t a set-it-and-forget-it document.
- Treat the PIP as a learning opportunity for your process too. Each PIP you run teaches you something about how performance is managed at your organization. Take notes on what works, what doesn’t, and where your template or approach could be stronger.
Key metrics for tracking PIP objectives
Tracking the right metrics throughout a PIP keeps the process objective and gives both parties a clear picture of progress. A few worth monitoring:
- Goal achievement rate: The percentage of PIP goals met within the agreed timeline—the clearest indicator of whether the plan is working
- Time to improvement: How quickly meaningful change shows up after the plan starts; faster improvement signals the plan is well-matched to the person’s needs
- Feedback frequency: Regular check-ins keep communication open and allow for timely course corrections—track whether scheduled touchpoints are actually happening
- Engagement level: Changes in engagement and motivation throughout the PIP period can signal whether the team member feels supported or disengaged
- Skills development: Track new competencies or behaviors as they emerge—this reflects growth beyond just hitting targets
- Retention post-PIP: Whether someone stays with the organization after completing a PIP is a meaningful indicator of how well the process supported them
- Performance rating improvement: Comparing ratings before and after the PIP provides a clear, documented measure of progress
What do you do after a PIP?
What happens at the end of a PIP depends on the outcome, and it’s worth thinking through both scenarios before the plan even starts.
If the team member meets the objectives, acknowledge their progress clearly and specifically. Document the outcome, update their performance record, and transition back to regular performance conversations. Many people who successfully complete a PIP go on to become strong, engaged contributors, so this moment matters.
If the team member doesn’t meet the objectives, review what happened honestly. Did the plan set realistic goals? Did their manager provide enough support? If both are yes and performance hasn’t improved, the next step may be a formal disciplinary process or separation—handled with care, documentation, and in line with your organization’s policies.
Either way, close the PIP formally. Document the outcome, the reasoning, and the next steps in writing. This protects the organization and gives the team member a clear picture of where things stand.
Support your people with a PIP template
A PIP works best when it creates clarity, not uncertainty. With clear expectations, measurable goals, regular check-ins, and the right support, a PIP can give team members a structured opportunity to improve while helping managers approach performance challenges consistently and fairly.
A strong PIP template brings structure to every conversation. It helps HR teams save time, create a consistent process, and keep everyone aligned on what needs to change, how progress will be measured, and what comes next.
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PIP FAQs
Most PIPs run for 30-90 days, giving team members enough time to demonstrate meaningful progress while keeping the timeline focused and actionable. The right length depends on the role, the performance gap, and how long it reasonably takes to show improvement.
No. A PIP gives your team member a structured opportunity to improve; it’s not an automatic step toward initiating separation proceedings. It sets clear expectations, defines measurable goals, and documents the support available to help the person get back on track.
If the team member meets the agreed objectives, managers can formally close the PIP and return to regular performance conversations. If they don’t, HR and the manager can review the results, support provided, and company policies to determine the appropriate next steps.
A performance plan should clearly outline expectations, priorities, and how the team member’s manager will measure success. It typically includes specific goals, measurable outcomes, timelines, and the support or resources a team member needs to succeed. It should also establish regular check-ins so managers and team members can discuss progress, address challenges, and adjust goals as business needs change.
The most effective performance plans connect individual goals to team and company priorities, giving people a clear understanding of what they’re working toward and how their contributions support the wider business.
Yes, a PIP is a formal document that signals a serious performance concern and outlines the consequences if expectations aren’t met, making it a step beyond informal feedback. A simple write up documents a specific incident or pattern of behavior and places it on record. A PIP goes beyond documentation by outlining a structured improvement plan with goals, timelines, and support resources.
Common PIP mistakes include setting vague or unmeasurable goals, not involving the team member in the process, failing to document the support provided, and neglecting regular check-ins throughout the plan period.
Managers should also avoid setting unrealistic timelines or treating the PIP as a one-way list of requirements. Effective PIPs use specific examples and measurable expectations, provide appropriate support, and create space for ongoing feedback so everyone understands where progress stands.
A PIP template works best as a structured document that managers and HR teams can easily customize, update, and refer to throughout the process. It should include clearly labeled sections for things like performance gaps, measurable goals, action steps, support and resources, timelines, progress check-ins, outcomes, and sign-off. Keeping this information in a consistent format makes PIPs easier to manage and helps HR teams apply the process more consistently across the organization.