Performance improvement plan (PIP): How to write it?

Picture this: someone on your team who used to be rock-solid has started missing the mark. Maybe they’re turning in work late, making avoidable mistakes, or just seem off. You try a few nudges, maybe a casual check-in or two. But the performance doesn’t change. Now what?

This is where many managers get stuck. The leap from “something’s off” to “you’re out” feels too big. And letting things drag on just builds frustration—for everyone. That’s exactly why Performance Improvement Plans (PIPs) exist.

A PIP isn’t a trapdoor to termination—it’s a pause button. It’s a formal way of saying, “We’ve noticed something’s not working, but we believe it can be fixed—and we’re here to help you fix it.” Done right, a PIP is less about discipline and more about direction. It gives people structure, clarity, and a chance to show what they’re really capable of.

In this guide, we’ll walk through what PIPs are, why they matter, how to build one, and what role HR plays in the process. Moreover, we’ll discuss how exactly PIPs, when handled with empathy and intention, can become one of the most handy and human—and helpful—tools in the workplace.

What exactly is a performance improvement plan?

A Performance Improvement Plan, or PIP, is a very structured support system wrapped in lots of paperwork. It’s what every company uses when informal feedback hasn’t worked and it’s time to bring clarity, accountability, and a little to no pressure to the table—without writing someone off.

Think of a PIP like a very detailed map: “Here’s where you’ve veered off course, here’s the solution to recover back, and here’s how we’ll help you get there.” It’s not a list of faults—it’s a roadmap and guide for getting better.

PIPs usually span 30 to 90 days and include goals that are specific, trackable, and rooted in the employee’s actual job duties. For example, instead of “communicate better,” it might be “respond to internal emails within 24 hours.” Simple. Clear. Fair. It also includes regular check-ins, coaching, and the chance to ask questions and get feedback in real time.

The document is typically signed by the employee, manager, and HR—not as a threat, but to confirm alignment. It says, “We’re all aware, and we’re all in this.”

And no, a PIP doesn’t always end in a firing. Some of the best turnarounds start with one. Because when people feel seen, supported, and given a real shot? A lot can change.

Why use a PIP?

Tough conversations are never fun—but silence isn’t a strategy. A PIP steps in when it’s time to stop hoping for change and start guiding it. It gives structure to those uncomfortable moments when performance issues have become patterns, not just flukes.

Let’s face it: letting someone coast through ongoing problems helps no one. It frustrates teams, undermines morale, and can quietly erode trust. A PIP provides a clearer alternative. It says, “Let’s hit pause, look at the data, and see if we can turn this around together.”

But it’s not just about correcting mistakes. A good PIP is also about restoring confidence—for the employee and their manager. Employees get the benefit of knowing exactly what’s expected, without guessing what “doing better” really means. Managers get a framework to track progress without relying on gut feelings or vague impressions.

HR benefits too. In a world where documentation and fairness matter, a well-written PIP protects everyone. It proves the company gave someone a chance, didn’t act on impulse, and followed a fair process.

At its heart, a PIP is a message of belief. It says, “We think you’re capable of more—and we want to help you get there.” And sometimes, that’s all someone really needs.

What should performance include?

Think of a PIP like a personal development contract. If you’re asking someone to improve, you’ve got to spell it out—clearly, fairly, and with real support behind it.

Start with the facts: what’s not going well? Be specific. Avoid generalities like “poor attitude” or “not a team player.” Instead, call out measurable behaviors—missed deadlines, incorrect reports, low customer satisfaction scores. Ground your concerns in evidence, not emotion.

Then, lay out the expectations. What does success look like? Define goals that are realistic and tied to the job. Maybe it’s meeting client deadlines for three straight weeks. Or reducing errors in data entry by 80%. These aren’t just benchmarks—they’re opportunities to rebuild trust.

Don’t forget the timeframe. Most PIPs last 30, 60, or 90 days—long enough to make changes, but short enough to keep momentum.

Now, here’s where many plans fall short: support. A strong PIP isn’t just a checklist. It’s a plan for partnership. Offer coaching, training, shadowing, or more frequent feedback. Set up weekly check-ins to talk openly about progress.

Lastly, explain what happens next. Will the plan end in a review meeting? What happens if goals aren’t met? Be honest and kind—this part matters.

A good PIP says: “We see the problem. We see your potential. Here’s how we get there—together.”

What role does HR play in a Performance?

HR is like the quiet conductor making sure every note in the PIP process plays in harmony. While managers lead the conversation, HR ensures it stays fair, legal, and human.

From the very start, HR helps managers shape a plan that’s crystal clear but compassionate. They make sure the goals are realistic and obtainable, the expectations aren’t vague, and the timeline isn’t rushed. They act as almost a checkpoint for language—removing blame, adding clarity, and keeping things more focused on outcomes, not any opinions.

When it’s time to present the plan, HR often joins the meeting—not to loom, but to help. Their presence brings neutrality and ensures the process feels balanced. They’re there to answer questions, mediate tension, and make sure the employee feels supported—not ambushed.

Throughout the PIP, HR helps track progress. They make sure documentation is collected, check-ins are happening, and next steps are prepared thoughtfully. And if the plan ends in tough decisions, HR helps navigate those too—with grace, empathy, and legal precision.

But HR’s most important role? Keeping the humanity in the process. Making sure a struggling employee isn’t just seen as a liability—but as a person worth investing in.

What happens after a PIP?

The PIP ends. The calendar reminder dings. Now it’s time to talk: Did the employee rise to the occasion? Did the structure help? The next steps are crucial—not just for the employee, but for team morale, trust, and clarity.

There are three typical outcomes:

The Performance win

The employee meets or exceeds expectations. This is the ideal ending. Maybe the structure gave them direction, or the support helped rebuild confidence. HR documents the success, and everyone moves forward. The PIP becomes a story of redemption, not discipline.

Performance gray area

Progress was made—but not enough. Maybe goals were 70% met, or communication improved but results didn’t. Here, you may extend the plan or adjust it. This isn’t failure—it’s a pivot. Sometimes, growth just needs more time.

The hard call

If there’s been no real improvement, the plan may end in termination or reassignment. This decision isn’t easy—but when handled with care and documentation, it can still be respectful.

No matter the path, wrap the PIP with a real conversation. Give feedback. Acknowledge effort. And most importantly, give closure. People deserve to know where they stand—not guess at it.

Performance Improvement Plans don’t have to be scary. In fact, when used well, they’re one of the most honest, structured, and hopeful tools we have in the workplace. They give people a chance—not just to fix what’s broken, but to reconnect with their potential.

They help managers stop circling the same issues and start driving toward solutions. They give HR a way to protect fairness, consistency, and dignity. And for employees, they offer something that’s often in short supply during hard times: clarity, structure, and belief.

So let’s rethink the way we talk about PIPs. Let’s not treat them like warning signs on the road to the exit—but more like a signpost on the path to growth. Because everyone hits rough patches. What matters is what we do next.