A PIP works when it's specific and genuinely actionable, not a formality on the way to a decision that's already been made. Check with HR on your company's process before using this, this is a starting structure, not a legal document.
Header
Employee's name: [name] · Job title: [title] · Department: [department] · Manager: [name]
Start date: [date] · End date: [date] · Check-in date(s): [weekly, or your cadence]
Start date: [date] · End date: [date] · Check-in date(s): [weekly, or your cadence]
| Target area | Performance concern | Expected outcome | Resources / support |
|---|---|---|---|
| [area] | [specific, observed concern] | [what "improved" looks like, concretely] | [training, tools, check-ins offered] |
| [area] | [specific, observed concern] | [what "improved" looks like, concretely] | [training, tools, check-ins offered] |
Weekly check-in notes
Repeat this section for each check-in on the plan.
| Week | Progress observed | Notes |
|---|---|---|
| Week 1 | [specific, observed] | |
| Week 2 | [specific, observed] | |
| Week 3 | [specific, observed] | |
| Week 4 | [specific, observed] |
Every target area needs an outcome specific enough that both of you would agree, without debate, whether it was met.
If the plan doesn't work out
Not every PIP ends in improvement, and that's what the plan is for, giving a fair, documented shot before a harder decision. If you're at the end of this one and the outcome wasn't met, You Have to Let Someone Go covers the four moves for that conversation, and the Termination Conversation, Manager Template has the script.