Performance Improvement Plan Template (Free) — Manager’s Guide

A PIP done right saves a salvageable employee. A PIP done wrong is just termination with extra paperwork — and everyone knows it. Here’s how to write one that’s fair, specific, and genuinely gives the person a path back.

When a PIP is the right call

• A clear performance gap persists after verbal and written warnings
• The employee is capable but underperforming (skill or effort issue, not a role mismatch)
• You can define what “good” looks like in measurable terms

Don’t use a PIP when: the role is wrong for the person, the decision is already made, or you can’t articulate the standard. That’s a different conversation.

What every PIP must include

1. The gap — specific, dated examples of underperformance.
2. The standard — exactly what’s expected, in measurable terms.
3. The support — training, mentoring, resources you’ll provide (a PIP without support is just a threat).
4. The timeline — typically 30, 60, or 90 days with check-in dates.
5. The outcomes — what success looks like, and what happens if the gap remains.

Sample PIP goals (steal these formats)

• “Increase weekly client follow-ups from 10 to 25 by [date], tracked in the CRM.”
• “Reduce order errors to under 2% per month for two consecutive months.”
• “Deliver the Q3 report with zero data errors by [date].”

The 3 PIP mistakes that backfire

1. Vague goals (“improve attitude”) — unmeasurable means unenforceable.
2. No support offered — courts and employees both notice.
3. Surprise PIPs — if the first conversation about a problem is a PIP, you’ve already failed.