How to Put an Employee on a PIP (Steps and Script)

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The short answer

To put an employee on a performance improvement plan, document the gap between their performance and the role's expectations, set two or three measurable goals, name the support you will give, schedule regular check-ins, set an end date (usually 30, 60 or 90 days), present it in a private meeting, and review each goal against its measure on the end date.

Before a PIP: performance review template for any job

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Written warningThe earlier warning the plan builds onBefore the plan Performance improvement planGoals, support, check-ins and the end dateSteps 2 to 5 · Most used

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When a PIP makes sense, how to write goals that can actually be measured, what to say when you present it, and a PIP template you can fill in here.

Steps

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Confirm it is a performance problemA PIP is for work that falls short of the role's standard. Conduct issues usually go through warnings instead.
Write down the gap with evidenceCompare what the role requires with what is happening, using numbers and dates: missed deadlines, error rates, customer complaints.
Set two or three measurable goalsEach goal needs a measure both of you can check on the end date. Fewer, clearer goals work better than a long list.
Decide the supportTraining, shadowing, clearer instructions, fewer competing priorities. Write down what you will provide and when.
Pick the length and check-ins30, 60 or 90 days, with weekly or fortnightly check-ins. Put every check-in in both calendars now.
Present it in a private meetingExplain the gap, walk through each goal, and ask for the employee's view. Give them time to read the plan and respond in writing.
Run the check-ins and write them upAfter each check-in, send a short written summary of progress against each goal.
Close the plan on the end dateReview each goal against its measure and tell the employee the outcome in writing: completed, extended, or further action.

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What to say

The first PIP meeting sets the tone. Be direct about the gap and equally clear about the support.

Open“I want to talk about your performance in [area] and put a plan in place so we both know exactly what success looks like.”

Gap“The role needs [standard]. Over the last [period], [what the numbers or examples show].”

Goals“This plan has [two or three] goals. For each one, here is how we will measure it.”

Support“Here is what I will do to help: [support]. We will meet [weekly] to check progress.”

Consequence“The plan ends on [date]. If the goals are met, it closes. If not, further action may be taken, up to and including termination.”

Listen“What do you need from me to make this work? You can also add your comments to the plan in writing.”

What to leave out

Presenting a PIP with goals nobody could meet in the time given
Skipping or cancelling check-ins
Calling it 'just a formality'
Anything about age, race, sex, religion, disability, pregnancy, national origin or other protected characteristics

5 common mistakes

Vague goals. 'Improve communication' cannot be measured. 'Reply to client emails within one business day' can.
No real support. A plan that lists goals but no training, time or guidance is hard to defend as a genuine chance to improve.
Missed check-ins. If the scheduled check-ins did not happen, the end-date review has little to stand on.
Moving the goalposts. Changing goals halfway, without writing down why and agreeing it, undermines the whole plan.
Timing after a complaint or leave request. If the employee recently complained about discrimination, asked for an accommodation, or took part in an investigation, review the timing and your evidence first. The EEOC's retaliation page lists a lower evaluation and increased scrutiny among actions that can count as retaliation, depending on the facts.

Rules that matter in your state

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At-will employment and its exceptions. Whether a PIP is needed before ending employment depends on your policies, any contract, and your state's exceptions.

Every state's rule, side by side, is in the state rulebooks.

Questions people ask

How long should a performance improvement plan last?

30, 60 or 90 days are common. It should be long enough to show improvement on the goals you set, with several check-ins along the way.

What should be included in a PIP?

The performance gap with evidence, two or three measurable goals, the support provided, a check-in schedule, an end date, what happens at the end, and space for the employee's comments and signature.

Can you fire someone for poor performance without a PIP?

In most states there is no general requirement to use a PIP first, but contracts, your own policies and state exceptions can change that. Pick your state on this page to see what we have verified, with the source.

What happens if the employee meets the PIP goals?

The plan closes and you tell the employee in writing. Keep checking in informally for a while so the improvement holds.

Can an employee respond to a PIP?

Yes. The template includes an employee comments section, and the employee can attach a written response to be kept with the plan.

Is a PIP the same as a written warning?

No. A written warning addresses a specific incident or behaviour. A PIP is a structured plan with goals, support and check-ins over a set period, usually for ongoing performance gaps.

Sources (3)

How to put an employee on a performance improvement plan

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Steps

Questions people ask

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