thrive at work/Performance improvement plan
Guide · Performance
The performance improvement plan.
A performance improvement plan should be a genuine chance to succeed: clear expectations, real support and a fair amount of time. Used any other way, it damages trust across the team.
By Jerry Fiser, Founder & CEO · Reviewed by Marcin Bulik, Research Director · Updated November 8, 2026
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Performance improvement plan template
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Download (Word)Download (PDF)What is a performance improvement plan?
A performance improvement plan (PIP) is a formal document that sets out where an employee's performance falls short, what must improve, by when, how progress will be measured and what support will be provided. It usually lasts 30 to 90 days, with regular check-ins.
- A PIP should be a genuine plan to succeed, not a formality.
- Name the gap, the target, the support and the timeline.
- Check workload and capacity before starting one.
- Meet weekly and write down progress.
What to include in a performance improvement plan.
The SHRM toolkit on managing employee performance covers documentation and fair process, and the CIPD factsheet on performance management explains how improvement plans fit into wider performance management.
- 1The gap. Specific examples of where performance falls short of expectations.
- 2The standard. What good performance looks like, in measurable terms.
- 3Support. Training, coaching, resources or changes to workload.
- 4Timeline. Usually 30, 60 or 90 days, with check-in dates.
- 5Consequences. What happens if the standard is met or not met.
Performance improvement plan sample wording.
| Section | Sample wording |
|---|---|
| Performance concern | "Over the past three months, four of six monthly reports were delivered after the agreed deadline, and two required significant corrections." |
| Expected standard | "Monthly reports are delivered by the fifth working day of each month, with no more than minor corrections." |
| Support provided | "Weekly 30-minute check-ins with your manager; access to the reporting template and a refresher session with the finance team." |
| Measures of progress | "Delivery dates and number of corrections for each report during the plan." |
| Timeline | "The plan runs for 60 days, with reviews at day 20, day 40 and day 60." |
| Possible outcomes | "If the standard is met, the plan closes. If not, we will discuss next steps, which may include further measures." |
Before you start a performance improvement plan.
Check the cause. Performance often drops because of unclear expectations, missing skills, an overloaded role or personal circumstances. If the cause is exhaustion, a PIP adds pressure where relief is needed. Follow your local employment law and internal policies; employees have rights during the process.
When to use a performance improvement plan.
A performance improvement plan fits when a performance gap is clear, has lasted despite earlier conversations, and can realistically be closed with support. It does not fit when the problem is mainly workload, when expectations were never made clear, or when the decision to part ways has already been made. In those cases, fix the workload, clarify expectations, or have an honest conversation about the outcome instead.
Before starting, check three things: that the employee has heard the concern before in normal one-to-ones, that the expected standard is written down, and that you can offer real support during the plan.
Alternatives to a performance improvement plan.
A formal plan is not always the right first step. Often a clear conversation, a change of tasks, coaching from a colleague or a temporary reduction in workload solves the problem faster and with less stress for everyone.
If the role itself no longer fits the person’s strengths, a move to another team can work better for both sides. Save the formal plan for cases where these steps have been tried and the gap remains.
How to create and implement a performance improvement plan.
- 1Confirm the gap. Collect specific examples and check expectations were clear.
- 2Check for causes. Workload, health, tools, training or role fit.
- 3Involve HR. Agree the process and any legal requirements.
- 4Write the plan. Gap, standard, support, timeline, check-ins, outcome.
- 5Meet the employee. Explain the plan, listen and agree it together.
- 6Hold weekly check-ins. Record progress and support given.
- 7Close the plan. Decide the outcome with HR and confirm it in writing.
Involving the employee in the plan.
Draft the plan with the employee rather than handing it over finished. Ask what they think is behind the gap, what support would help and whether the timeline is realistic. People commit more to a plan they helped shape, and their view often reveals causes such as unclear priorities or workload.
Performance improvement plan template.
| Section | What to write |
|---|---|
| Performance gap | Specific examples of what is not meeting expectations |
| Expected standard | What good looks like, measurably |
| Support | Training, coaching, workload changes |
| Timeline | Usually 30, 60 or 90 days |
| Check-ins | Weekly meetings and notes |
| Outcome | What happens if goals are met or not |
How long a performance improvement plan should last.
Most plans last 30 to 90 days. The length should match the gap: a missed deadline pattern may be addressed in 30 days, while developing a new skill may need 90. Too short a plan does not give a fair chance; too long a plan keeps the person in uncertainty. Set review points every two to four weeks.
A performance improvement plan example.
| Section | Example |
|---|---|
| Gap | Three of the last five client reports were submitted after the deadline and required significant corrections. |
| Expected standard | Reports submitted on the agreed date with no more than minor corrections. |
| Support | Weekly planning session with the team lead; report checklist; reduced client load by one account for 60 days. |
| Timeline | 60 days, with a review at day 30. |
| Check-ins | Every Monday, 30 minutes, notes shared after each meeting. |
| Outcome | If the standard is met consistently, the plan closes. If not, next steps will be discussed with HR. |
Running the plan.
Hold a short check-in every week, with notes both people can see. Each check-in should cover progress against the targets, what support was given, and what will happen before the next meeting. Recognize progress clearly, so the plan feels like a path forward rather than a countdown.
At the end, decide on the outcome together with HR: the goals were met and the plan closes, the plan is extended with a clear reason, or further steps follow. Whatever the outcome, record it in writing. Fairness depends on following the same process every time.
How to run PIP review meetings.
- 1Prepare evidence. Bring the agreed measures and examples from the period.
- 2Start with progress. Name what has improved before what has not.
- 3Ask for the employee’s view. Including obstacles and whether support is working.
- 4Adjust support. Change what is not helping.
- 5Confirm the next step. Restate the standard and the next review date.
- 6Document. Write a short note and share it with the employee.
What employees should know about a performance improvement plan.
A plan is a formal step, but it is also an opportunity. Ask for specific examples, clarify what success looks like, request the support you need and keep your own notes from each check-in. If you believe the plan is unfair, or that workload or health issues are behind the problem, raise it early with your manager and HR.
Common manager mistakes with performance improvement plans.
| Mistake | Better approach |
|---|---|
| Using a PIP as a formality before dismissal | Use it only when improvement is genuinely possible and wanted |
| Vague expectations | Describe the standard so that both sides can see whether it is met |
| No real support | Provide training, time and regular check-ins |
| Ignoring workload | Check whether the problem is capacity rather than ability or effort |
| Surprising the employee | Raise concerns early in normal one-to-ones before any formal plan |
| Inconsistent treatment | Apply the same standards to similar cases |
Benefits of a well-run performance improvement plan.
A good plan gives the employee a clear, fair chance to improve: they know exactly what is expected, what support is available and how progress will be judged. It gives the manager a structure for regular, honest conversations. And it protects both sides by documenting what was agreed, which matters if the outcome is a separation.
Possible outcomes of a performance improvement plan.
| Outcome | What happens next |
|---|---|
| Standard met | The plan closes; regular check-ins continue |
| Clear progress, standard not yet met | The plan may be extended for a defined period |
| Role is the wrong fit | A move to a role that suits the person’s strengths |
| No sufficient progress | Further steps under the organization’s policy and local employment law |
thrive at work measures engagement (purpose, leadership, connection, growth) and capacity (energy, recovery, focus, resilience) in one anonymous survey: the employee engagement survey.
A performance improvement plan only tells part of the story when people are running low. thrive at work is a workforce performance platform: an employee engagement platform that measures capacity to perform (energy, recovery, focus and resilience) next to engagement, by team. Read more about employee capacity.
Sources.
- SHRM toolkit on managing employee performance. www.shrm.org
- CIPD factsheet on performance management. www.cipd.org
Common questions
How long does a performance improvement plan last?
What rights does an employee have on a PIP?
What should be included in a performance improvement plan?
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What is the purpose of a performance improvement plan?
Find out whether it is performance or capacity.
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