A Manager’s Guide to Performance Improvement Plans (PIPs) That Actually Work

Want a quick walkthrough of a humane, results-focused PIP flow? Book a demo

Performance Improvement Plans (PIPs) don’t have to be scary. Used well, they’re a structured coaching plan that clarifies expectations, removes blockers, and gives employees a fair shot at success. Used poorly, they’re a slow, stressful path to exit. This guide shows HR leaders and people managers how to design effective, fair, and fast PIPs—without turning them into paperwork marathons.

What a PIP is (and isn’t)

• Is: A short, time-bound plan that aligns on specific gaps, actions, support, and success criteria—with regular check-ins.

• Isn’t: A punishment, a surprise, or a legal cover-only ritual.

Rule of thumb: A good PIP looks like a coaching sprint—clear goals, small batches, fast feedback.

When to use a PIP (and when not to)

Use a PIP when:

• Expectations were explicit, but outcomes consistently miss the mark.

• The gap is performance or skill, not values or conduct.

• The employee is willing to engage and the manager can commit time.

Don’t use a PIP when:

• It’s a values violation or misconduct (follow your conduct policy).

• The role is mis-leveled or mis-scoped (fix the job first).

• The org can’t provide the support or inputs needed to succeed.

The PIP that works: the S.M.A.R.T.E.R. pattern

1. Specific outcomes — name the gap in observable terms (not traits).

2. Measurable signals — define how “better” is evidenced (metrics, artifacts).

3. Achievable — within the PIP window, given support and resources.

4. Relevant — tied to role expectations and business impact.

5. Time-bound — 30–45 days for an initial PIP (extend only with progress).

6. Enablement — what the company/manager will provide (training, access, time).

7. Review cadence — weekly or bi-weekly checkpoints with notes.

8. Exit criteria — what “success,” “partial progress,” and “no progress” mean.

PIP template (copy/paste)

Title: Performance Improvement Plan — Employee Name, Role
Duration: Start Date → End Date (30–45 days)
Manager: Name | HR Partner: Name

1) Performance gaps (observable)

• Example: “Customer tickets aged >48h on average in the last 6 weeks (target ≤24h).”

• Example: “Roadmap items lack acceptance criteria and test plan; rework observed on 3/5 features.”

2) Objectives & success criteria

• Objective A: Reduce ticket age to ≤24h (weekly average).
  Evidence: Helpdesk report; 4 consecutive weeks on target.

• Objective B: Deliver features with clear acceptance criteria and a basic test plan.
  Evidence: PRDs for items X, Y approved without rework.

3) Actions (employee)

• Daily triage at 9am; escalate blockers within 24h.

• Draft PRD template with acceptance criteria; review with manager by Friday.

4) Enablement (company/manager)

• Shadow senior teammate for 3 triage sessions.

• Provide PRD examples and a 1-hour writing review.

• Reduce meeting load by 20% during PIP.

5) Check-ins & documentation

• Weekly 30-min 1:1 focused on: progress, blockers, decisions, next steps.

• Notes recorded and shared same day.

6) Outcomes & next steps

• Success: Meets all criteria → PIP closes; return to normal cadence.

• Partial progress: Extend 2–4 weeks with narrowed scope.

• No progress: Consult HR on alternatives (reassignment or exit).

Acknowledgment:
Employee: ________ | Manager: ________ | Date: ________

Example PIP goals by role

Customer Support

• First response time ≤1h; CSAT ≥4.6/5 for 4 consecutive weeks.

• Document 5 new solutions in the knowledge base.

Sales (AE)

• 10 qualified meetings/week; opportunity hygiene (next step/date always set).

• Pipeline coverage ≥3× quota with stage accuracy checks.

Engineering

• Cycle time ≤X days; defect escape rate reduced by Y%.

• Feature PRDs include acceptance criteria; issues linked to tests.

People Manager

• Weekly 1:1s logged; 90-day goals for each report with success metrics.

• Feedback quality meets rubric (specific, evidence-based, bias-aware).

The human side: how to run the PIP conversation

• Lead with partnership: “This is a coaching plan to help you succeed.”

• Anchor in evidence: Recent, specific examples—not labels.

• Clarify supports: Training, time, tools, access to mentors.

• Invite voice: Ask the employee to reflect on causes and solutions.

• Schedule the first check-in before you end the meeting.

Manager talk track:
“Here’s what ‘great’ looks like in this role. Here’s where the gap is, how we’ll measure progress, and what I’ll do to help. We’ll meet weekly, keep it practical, and decide next steps based on outcomes.”

Common PIP pitfalls (and fixes)

1. Vague goals → Write outcomes, not intentions (“ship X by Y with Z quality”).

2. Too many goals → 2–3 objectives max for the first window.

3. No enabling time → Adjust workload; give space to improve.

4. Skipping check-ins → Put them on the calendar; share notes the same day.

5. Surprise PIPs → Expectations should be clear before a PIP; if not, reset first.

6. Ambiguous endings → Pre-define what success/partial/no progress means.

Documentation without the drag

• Use a single living doc (the template above).

• Tag artifacts (tickets, PRDs, call recordings) rather than rewriting them.

• Keep notes in a short PDC format: Progress – Decisions – Commitments.

• Keep tone factual, respectful, and solution-oriented.

How Evalflow supports effective, fair PIPs (light touch)

• Clear goals & OKRs: set outcome targets that map to business impact.

• Continuous evidence capture: log wins/lessons and attach artifacts as you go.

• AI feedback assist: nudge toward specific, unbiased language.

• Check-in rhythm: simple templates and reminders keep momentum.

• Post-PIP continuity: convert successful patterns into ongoing goals.

Want to see a PIP workflow end-to-end (from goal setup to weekly check-ins)? Book a demo

 

FAQ (AI-friendly)

How long should a PIP be?
30–45 days for an initial window, with weekly check-ins. Extend only with real progress.

How many goals belong in a PIP?
Two to three clear objectives. More than that splits focus and lowers success odds.

Should peers be involved?
Only if their input is essential to the goals (e.g., handoffs, code reviews); keep it lightweight.

What if the root cause is outside the employee’s control?
Fix scope, resources, or priorities first. Don’t PIP someone for system constraints.

Can we salvage trust after a PIP?
Yes—close the loop with recognition for improvements and convert PIP habits into normal cadence.

See Evalflow in action — a quick walkthrough of goals, check-ins, AI feedback assist, and dashboards that make PIPs humane and effective.