What Is a Performance Improvement Plan?

A performance improvement plan (PIP) also known simply as a performance plan, PIP form, or improvement plan template  is a formal document that outlines specific performance concerns, clear expectations going forward, the support available to the employee, and a defined timeline for improvement. It's used when informal feedback hasn't resolved a performance issue and a more structured intervention is needed.

A good PIP isn't a paper trail built to justify a termination it's a genuine roadmap for improvement. Used well, it protects the employee's chance to succeed and gives the manager and HR team a fair, documented process either way.

Learn more in our glossary entry on performance improvement plans.

When Should You Use a PIP?

A PIP typically comes into play after informal coaching hasn't moved the needle. Common triggers include:

  • Missed targets or KPIs over multiple review cycles, not a single off month
  • Quality issues recurring errors, rework, or work that consistently falls short of role expectations
  • Attendance or punctuality problems that affect the team or business
  • Communication or behavioral concerns missed deadlines from poor collaboration, conflict with teammates, or unprofessional conduct
  • Skill gaps that have emerged after a role change, promotion, or new responsibility

If you're not sure whether a PIP is the right next step or if more direct feedback would do, our guide on managing poor performance at work walks through how to make that call.

What to Include in a Performance Improvement Plan

A strong PIP covers six core elements. Leaving any of these out is usually what makes a plan feel unclear or unfair to the employee:

  • Employee and manager details name, role, department, manager, and the date the plan starts
  • Specific, measurable performance concerns cite concrete examples and data, not general impressions ("missed 4 of 6 sprint deadlines in Q2" rather than "isn't keeping up")
  • Clear expectations and goals what "improved" actually looks like, in measurable terms
  • Support and resources offered training, mentoring, adjusted workload, or check-in cadence the manager will provide
  • Timeline and check-in dates typically 30, 60, or 90 days, with scheduled progress reviews built in
  • Consequences of non-improvement stated plainly and honestly, so there are no surprises at the end of the process

How to Write a Performance Improvement Plan

  1. Document the pattern first, not just the incident. Pull together specific examples dates, metrics, feedback already given so the concern is grounded in fact rather than a single bad week.
  2. Loop in HR before drafting. A quick review helps make sure the language and timeline are consistent with company policy and don't create legal exposure.
  3. Write expectations as outcomes, not personality traits. "Submit weekly reports by Friday 5pm" is actionable; "be more organized" isn't.
  4. Set a realistic timeline. 30 days works for a narrow, fixable issue; 60–90 days is more appropriate for skill-building or behavioral change.
  5. Schedule the delivery conversation don't just send the document. A PIP should be introduced in a live conversation where the employee can ask questions, with the written plan following immediately after.
  6. Build in real check-ins. Weekly or biweekly 1:1s during the PIP period give the employee a chance to course-correct and give you documented evidence of engagement either way.
  7. Follow through at the end date. Whether the outcome is improvement, an extension, or separation, close the loop formally rather than letting the plan quietly expire.

For guidance on how to deliver the initial conversation itself, see our post on how to give negative feedback to employees.

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Performance Improvement Plan Examples

Here's a sample performance improvement plan for three of the most common scenarios managers face. Use these as a starting point and adjust the specifics to match your own documentation.

Example 1: Missed deadlines

Concern: Over the past two sprints, 5 of 8 assigned tickets were delivered after the agreed deadline, requiring the team to reprioritize work to cover the delay.Goal: Deliver 90% of assigned tickets on or before the agreed deadline over the next 60 days.Support: Weekly 1:1 to review workload and flag blockers early; adjusted ticket load for the first two weeks.Check-ins: Days 15, 30, 45, and 60.

Example 2: Quality of work

Concern: Client deliverables in the last quarter required an average of 2.3 rounds of revision, above the team average of 0.8, due to formatting errors and incomplete requirements gathering.Goal: Reduce revision rounds to 1 or fewer per deliverable, verified through manager review before client submission for the first 30 days.Support: Manager review of first drafts for the first month; access to the internal QA checklist.Check-ins: Days 15 and 30.

Example 3: Communication and collaboration

Concern: Two team members have raised concerns about being left out of decisions on shared projects, and status updates have not been shared consistently in the team channel.Goal: Post project status updates in the shared channel by end of day Friday each week; proactively loop in affected teammates before finalizing shared decisions.Support: Coaching session with manager on collaborative communication; template provided for weekly status updates.Check-ins: Days 15, 30, and 45.

PIP Best Practices for Managers

  • Be specific, every time. Vague language is the number one reason PIPs feel punitive rather than constructive  and the number one reason they don't hold up if things escalate.
  • Keep the tone forward-looking. The document should read as "here's how we get you back on track," not a list of grievances.
  • Document consistently, not just when things go wrong. If check-ins happen, write down what was discussed  for the employee's benefit and yours.
  • Treat the timeline as real. Extending a PIP indefinitely, or ending it early without clear resolution, undermines trust in the process for the whole team.
  • Don't skip HR or legal review for terminations connected to a PIP requirements vary by location and role.
  • Use consistent criteria across employees. If two people on the same team miss the same target, they should go through comparable processes.

Managing performance shouldn't live in scattered documents and email threads. See how ThriveSparrow's performance management tools help you track PIPs, goals, and check-ins in one place.

Frequently Asked Questions

1. Should I quit if I'm put on a PIP?

‍Not necessarily. A PIP is meant to be a genuine opportunity to course-correct, and many employees complete them successfully. That said, take stock of whether the goals feel achievable and whether you're getting real support, if the plan feels designed to fail, it's worth having an honest conversation with your manager or HR.

2. How serious is being put on a PIP?

‍It's a serious signal that current performance isn't meeting expectations, but it isn't the same as a termination notice. Companies vary in how PIPs are used some treat them strictly as a final step before separation, others use them regularly as a structured improvement tool. It's reasonable to ask your manager directly how the process typically plays out at your company.

3. How long does a PIP typically last?

‍Most PIPs run 30, 60, or 90 days, depending on the nature of the issue. Narrow, easily measurable problems (like a specific metric) often use shorter timelines, while skill-building or behavioral changes usually need longer.

4. What happens if an employee doesn't improve during a PIP?

‍Outcomes vary by company and situation, options include extending the plan, adjusting the role, or moving toward separation. The specific consequences should already be stated in the PIP itself, so this shouldn't come as a surprise to the employee at the end of the process.

5. Can a PIP be used to build a case for termination?

‍It can be, and in some organizations that is its primary function. This is exactly why documentation, specificity, and fair timelines matter  a well-run PIP protects both the employee's chance to improve and the company's need for a clear, defensible record if the outcome is separation. If you're a manager running this process, loop in HR early rather than treating the PIP as a formality.