Performance Improvement Plans that are fair to everyone

A Performance Improvement Plan (PIP) can feel like the first step towards the exit. Done well, it is the opposite: a fair, supported chance to get back on track.

It also protects the organisation. A fair plan leaves a record that stands up if things do not improve. Everyone can see what was asked, what support was given and what changed.

Check that a PIP is the right tool

A PIP is for performance: someone is trying, but the work is not meeting the standard. Before you start one, rule out the other explanations.

• Is this really conduct, such as lateness or breaking a rule? That belongs in your disciplinary procedure.
• Has the employee already been told, clearly, what good looks like? If not, start with that conversation.
• Is something outside their control getting in the way, such as unclear priorities, missing tools or workload?
• Could health or personal circumstances be a factor? If so, talk about support first, and take advice.
• Does your policy or contract set out a performance procedure? If so, follow it step by step.

Start from the job description

Goals should come from what the role is there to deliver. The job description is the fairest starting point, because it was agreed before any problem arose.

If the job description is out of date, agree what the role is for before you set goals. A PIP should measure the job as it is, not introduce new standards.

Make every goal SMART

Each goal should be specific, measurable, achievable, relevant to the role and time-bound. Three to five goals is usually enough. More than that, and the plan loses focus.

Compare two versions of the same goal:

• Vague: “Improve customer service.”
• SMART: “Reply to every customer query within one working day, logged in the system, for the length of the plan.”

The second version tells both sides exactly what success looks like. Nobody has to argue about it at the review.

Agree the support

A plan with goals but no support is not fair. Write down what the organisation will provide, and by when. That might include:

• Training or coaching on a specific skill
• Time with an experienced colleague
• Clearer priorities, or a lighter load while they improve
• A regular meeting with their manager, protected in the diary

Set the length and the review points

Choose a period long enough for change to show in the results. For many roles that is 60 or 90 days, with a formal review at least every 30 days.

Between formal reviews, hold short check-ins every week or two. They catch problems early and show the employee that the support is real.

Run check-ins that help

Keep each check-in short and practical. Look at the evidence for each goal, then agree what happens next. A simple structure works:

• Progress on each goal, with the figures or examples behind it
• What is helping, and what is getting in the way
• Any change to the support
• What is expected by the next check-in

Write up the notes the same day and share them with the employee. Agreeing the record as you go prevents disputes later.

Keep a record both sides can trust

By the end of the plan, the file should tell the whole story without anyone needing to remember it. That means keeping:

• The plan itself, acknowledged by both sides
• Notes of every check-in and formal review
• The evidence behind each goal: figures and examples, not impressions
• The support given, with dates
• The employee’s own comments, in their words

Give the employee a chance to respond in writing at each formal review. A record they have seen and commented on is far stronger than one they have not.

Close the plan properly

Every plan should end with a clear, written outcome. There are three possibilities.

• Goals met. Confirm it in writing, recognise the improvement and return to the normal appraisal cycle.
• Real progress, not yet there. Extend once, for a set period, with the same goals and support.
• Goals not met. Move to the next step in your procedure. Take advice before any decision about dismissal.

What counts as a fair process depends on the law where you operate and on your own policies. Check both before the final review, not after it.

Mistakes to avoid

• Using a PIP to justify a decision that has already been made
• Changing the goals halfway through
• Cancelling check-ins when things get busy
• Raising problems for the first time at the meeting that starts the plan
• Letting reviews feel like hearings rather than working sessions

Where we can help

Our Performance Management service covers PIPs with SMART goals, 30-day reviews and a measurable tracker. We can also review a live case with you before the next meeting.

This article is general guidance, not legal advice. For a specific case, check the law and your own policies where you operate.