Performance Improvement Plan (PIP) & Notice

Performance Improvement Plan (PIP) & Notice: a practical guide

A Performance Improvement Plan (PIP) & Notice is a written record of work concerns, expected changes, support, and a review process. It can help a manager and employee understand what needs to improve and how progress will be discussed.

What it's for

People use a PIP when there are specific concerns about an employee’s work and they want to set out expectations and a way to review progress. The notice can explain why the plan is being issued, when it starts, who will follow up, and what may happen next if concerns continue.

A useful plan focuses on observable work and practical next steps. It should describe the expected standard, how progress will be assessed, what support or resources are available, and when the parties will meet to discuss progress. Put plan-specific expectations, support, review dates, and response arrangements in “Additional Terms & Provisions” if they do not fit elsewhere in the form. A PIP may be part of a wider workplace process, but it does not replace any separate document or process that may be needed for a different purpose.

If the main purpose is to end an employment relationship, communicate a resignation, or change the terms of work, a document intended for that purpose may fit better. Rules about workplace notices, notice periods, required wording, and signatures differ between countries and regions; check the rules where the document will be used or ask a qualified lawyer, especially when a lot is at stake.

Who uses it

• A manager setting clear expectations after repeated work concerns.
• An employee who wants the concerns and improvement steps recorded in writing.
• A human resources professional coordinating a review process.
• A small business documenting support, follow-up, and communication about work performance.

Terms to decide on

Work concerns

Describe the specific work, conduct, or results that need attention, with relevant dates or examples where available. Use factual language and avoid broad labels such as “bad attitude” without explaining the behavior meant.

Expected improvement

State what the employee is expected to do differently and what a satisfactory result looks like. Make each expectation clear enough that both sides can later discuss whether it was met.

Review period and check-ins

Set out when the plan begins, how progress will be reviewed, and who will meet with the employee. Include the expected check-in dates or frequency, and explain how either side can raise a concern between meetings.

Support and resources

Identify any training, guidance, tools, or regular feedback the employer plans to provide. Say who will arrange each item and when it should be available.

Possible next steps

Describe what the employer may consider if the expected improvement does not happen, such as further review or another workplace step. Avoid presenting an outcome as automatic if a decision will depend on later circumstances.

Employee response and record

Decide how the employee can share questions, context, or disagreement, and how that response will be recorded. Clarify whether a signature shows receipt, agreement with the contents, or something else.

Common mistakes

• Using conclusions instead of examples makes it hard to understand what needs to change. Describe the work issue and its effect in neutral, concrete terms.
• Setting goals that cannot be measured or are outside the employee’s control invites confusion. Connect each goal to the employee’s role and explain how progress will be assessed.
• Listing support without assigning responsibility can leave both sides unsure what was offered. Name who will provide each resource and how the employee can request it.
• Giving a review date without scheduling check-ins can delay useful feedback. State how progress will be discussed and keep a record of those conversations.
• Treating a PIP as an automatic decision about someone’s job can mislead both sides. Explain possible next steps accurately and leave room for the circumstances at the time to be considered.
• Leaving out the employee’s response can make the record incomplete. Provide a clear way to submit comments or note that the employee has chosen not to add a response.

Before you sign

• Check that the concerns describe the right employee, role, work, and time period.
• Make sure each expected change is clear, realistic, and connected to the employee’s work.
• Confirm that the support, responsible people, and check-in arrangements are stated accurately.
• Read the possible next steps and make sure they do not promise an outcome that is undecided.
• Clarify what each signature means and give both sides a copy of the completed document.