Performance improvement plan (PIP) template
Reviewed Sep 25, 2026 Written from official federal guidance How we verify
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Your performance improvement plan is ready
Open the file, fill anything still in [brackets], and keep a signed copy in the personnel file. The next document in this process is the termination letter.
About this template
A PIP with measurable goals, the support you will provide, a check-in schedule and a clear end date. Fill it in here and download it as .docx or .pdf.
A performance improvement plan (PIP) puts in writing where performance falls short, what good performance looks like, how it will be measured, what support the employee gets and when the plan ends. A PIP that both sides can measure is fairer to the employee and easier to review at the end.
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The full performance improvement plan text
This is the whole template as it downloads, with the fields in [brackets].
Performance Improvement Plan
Purpose
This plan sets out where your performance currently falls short of what the role requires, what needs to improve, how it will be measured, and the support the company will provide. The aim is for you to succeed in your role.
Where performance falls short
[Where performance falls short]
Goals and how they will be measured
- Goal 1: [Goal 1] (Measure: [How goal 1 is measured])
- Goal 2: [Goal 2] (Measure: [How goal 2 is measured])
- Goal 3: [Goal 3] (Measure: [How goal 3 is measured])
Support
[Support the company will provide]
Check-ins
We will meet [Check-in schedule] during the plan to review progress against each goal. After each check-in, a short written summary will be shared with you.
At the end of the plan
On [End date] we will review the results against each measure. If the goals are met, the plan ends. If they are not met, [If goals are not met by the end date].
This plan is not a contract and does not change the terms of your employment.
Employee comments
You may write your comments below or attach a separate written response. Your response will be kept with this plan.
________________________________________________
________________________________________________
________________________________________________
Acknowledgement
Signing below confirms that you received this plan and that it was discussed with you. It does not mean that you agree with it.
______________________ Date: __________
Employee signature
______________________ Date: __________
Manager signature ([Manager name])
How to use this template
- Pick goals that can be counted or observed. Asking someone to be more proactive cannot be measured; asking them to reply to client emails within one business day can.
- Describe the gap with facts: dates, numbers, examples and the standard for the role. Leave out opinions about attitude or personality.
- Match the length to the work: a 30-day plan suits daily tasks, 60 or 90 days suits work with longer cycles such as sales or projects.
- Name the support you will give, and give it. Training, shadowing, clearer instructions or a lighter load for a while all count. A PIP without support is hard to defend as a genuine plan.
- Hold every check-in on schedule and write a short summary after each one: what was measured, what changed and what happens next.
- On the end date, review each goal against its measure and tell the employee the result in writing, whether the plan was met, extended or not met.
Variations
30, 60 or 90-day PIP
Use this when you need to choose the plan length and set milestone check-ins that fit the work.
Pick the length from the work cycle, not from habit. If the goal is visible every day (opening checklists, ticket replies, cash drawer counts), 30 days usually gives enough data. If results arrive weekly or monthly (sales pipeline, project deliverables, month-end reports), 60 or 90 days lets the employee show a real trend instead of one good or bad week.
Split longer plans into milestones. A 90-day plan with a single review at the end leaves the employee guessing for three months. Set a checkpoint every 30 days with a partial target, and hold short weekly or biweekly check-ins in between.
Write the milestone dates into the plan so both sides know when progress will be measured.
Plan length and milestones
This plan runs for [30, 60 or 90] days, from [start date] to [end date].
- Milestone 1, [date]: [partial target, e.g. 80% of tickets closed within 2 business days]
- Milestone 2, [date]: [partial target]
- Final review, [end date]: [full target for each goal]
We will also meet [weekly or every two weeks] between milestones. After each meeting you will receive a short written summary of progress against each goal.
PIP for attendance
Use this when the issue is lateness, unplanned absences or not following the call-in procedure.
List the dates and times from your timekeeping records, and state the attendance rule the employee has been given. Attach or refer to the written policy.
Keep protected absences out of the count. Leave that may be covered by the Family and Medical Leave Act, state or local sick leave laws, jury duty or a disability accommodation should not be listed as an attendance failure. If you are not sure whether an absence is protected, check before you issue the plan.
Goals should be simple to count: arrivals on time, absences reported before the shift, no unapproved early departures.
Attendance record
Between [date] and [date], our timekeeping records show [number] late arrivals of more than [minutes] minutes and [number] absences that were not reported under the call-in procedure. The dates are listed in the attached record.
Goals
- Arrive at or before your scheduled start time for every shift. (Measure: timekeeping records.)
- Report any absence to [name or phone line] at least [hours] hours before your shift. (Measure: call-in log.)
Absences that are protected by law or approved in advance are not counted against these goals.
PIP for work quality
Use this when the work gets done but has too many errors, rework or complaints.
Quality goals fail when they stay vague. Tie each goal to a record someone else can check: an error log, a QA checklist, returned orders, customer complaints or a peer review score.
Show the current number next to the target so the size of the gap is clear. Use the same measure at every check-in, and explain how samples will be chosen if you review only part of the work.
Support for quality problems is often practical: a written checklist, a second review for a few weeks, or time with someone who does the task well.
Where quality falls short
In the last [period], [number] of [total] [orders, reports, jobs] had errors that needed rework, based on [source]. The standard for the role is no more than [number] per [period].
Goals
- Reduce rework to no more than [number] per [period]. (Measure: [error log or QA report].)
- Complete the [task] checklist for every [job] and file it with the job record. (Measure: checklist on file.)
Support
[Name] will review a sample of your work each [week] and go through any errors with you.
PIP for a sales target
Use this when a salesperson is below quota and you want to measure both results and the activity that drives them.
Revenue alone can swing with timing and luck. Pair the outcome target with activity measures the employee controls, such as calls, meetings booked, proposals sent and CRM updates.
Check that the target is realistic for the territory and the plan period. A quota built for a full quarter should be prorated for a 60-day plan, and the sales cycle should be long enough for deals to close inside the plan.
Say which report is the source of truth so there is no argument at the end.
Sales results
For [period], you reached [amount or %] of your quota of [amount]. The team standard is [amount or %].
Goals
- Book at least [number] qualified meetings per week. (Measure: CRM activity report.)
- Send at least [number] proposals during the plan. (Measure: CRM opportunities report.)
- Close at least [amount] in new revenue by [end date]. (Measure: [sales report], booked deals only.)
If a deal is signed but delayed by the client after [date], we will review it together at the final meeting.
PIP for a manager or for behavior
Use this when the issue is how someone works with others, for example missed one-on-ones, public criticism of staff or unclear direction.
Describe observable behavior, not personality. Words like abrasive, negative or not a team player invite debate. What happened, when, and who was affected is much harder to dispute and gives the employee something concrete to change.
Turn each behavior into an action that can be seen: holds weekly one-on-ones, gives feedback in private, answers team questions within one business day. Use sources such as calendars, meeting notes, or feedback gathered in the same way from each person.
If the concern comes from a complaint about harassment or discrimination, investigate the complaint first. A PIP is not a substitute for that process.
Behavior observed
On [date], [short factual description of what was said or done, and where]. On [date], [description]. These do not meet the expectations in [policy or role description].
Goals
- Hold a scheduled one-on-one with each direct report every [week]. (Measure: calendar and meeting notes.)
- Give corrective feedback to team members in private. (Measure: no reported instances during the plan.)
- Answer team questions within [time]. (Measure: [channel] review at each check-in.)
PIP extension letter
Use this when the employee has made real progress but has not fully met the goals by the end date.
An extension makes sense when the trend is clearly improving and more time is likely to close the gap. It should not be used to keep someone on a plan indefinitely.
Say what has improved, what is still missing, the new end date and whether any goal changes. Keep the extension shorter than the original plan and keep the same measures, so the result is comparable.
Performance Improvement Plan: Extension
At the review on [date], we looked at each goal in your plan. You met [goal] and made progress on [goal], moving from [number] to [number]. The target of [number] has not yet been reached.
We are extending the plan until [new end date]. The goals and measures stay the same, except [any change]. We will meet [weekly] and continue to provide [support].
On [new end date] we will review the results. If the goals are met, the plan ends. If not, further action may be taken.
______________________ Date: __________
Employee signature
______________________ Date: __________
Manager signature
PIP successful close-out letter
Use this when the employee has met the goals and the plan is over.
Close the plan in writing. Without a close-out letter the employee may not know the plan has ended, and your file will show a plan that was opened and never finished.
Name each goal and the result, thank the employee, and say what you expect going forward. If performance slips again later, you can refer back to this plan, but treat the new issue on its own facts.
Performance Improvement Plan: Completed
On [date] we reviewed your results against the goals in your performance improvement plan. You met each goal:
- [Goal 1]: [result], target [target]
- [Goal 2]: [result], target [target]
The plan is now complete. Thank you for the work you put into these improvements. We expect this level of performance to continue as part of your normal role, and we will keep discussing it in regular one-on-ones.
______________________ Date: __________
Employee signature
______________________ Date: __________
Manager signature
PIP not met: outcome letter
Use this when the plan has ended and the goals were not met.
State the results neutrally, goal by goal, using the same measures as the plan. Avoid adding new criticisms that were not part of the plan.
Say what happens next: a demotion, a transfer, a final warning or termination of employment. If the outcome is termination, use a separate termination letter. When final pay is due depends on the state, so check your state's rules before the last day.
If the employee has recently asked for leave or an accommodation, or has made a complaint, talk to an employment lawyer before you act.
Performance Improvement Plan: Outcome
On [date] we reviewed your results against the goals in your performance improvement plan:
- [Goal 1]: [result], target [target], not met
- [Goal 2]: [result], target [target], met
Because the plan goals were not met, [next step, e.g. your employment will end on [date] / you will move to the role of [role] from [date]]. [Name] will contact you about the next steps.
______________________ Date: __________
Employee signature
______________________ Date: __________
Manager signature
Filled-in examples
Complete documents with fictional names and facts, to show the level of detail that makes a document clear. Replace every detail with your own.
Filled example: 30-day PIP for a bakery shift lead
A shift lead at a small bakery keeps opening late and skipping the food safety checklist. The owner uses a 30-day plan because both goals show up every day.
Performance Improvement Plan
Purpose
This plan sets out where your performance currently falls short of what the role requires, what needs to improve, how it will be measured, and the support the company will provide. The aim is for you to succeed in your role.
Where performance falls short
The store is scheduled to open at 6:00 a.m. Between January 20 and February 27, the doors opened after 6:15 a.m. on 7 of 24 opening shifts, based on the register log. The opening food safety checklist was missing or incomplete on 9 of the same 24 shifts. We discussed both issues on February 3 and February 17.
Goals and how they will be measured
- Goal 1: Open the store by 6:00 a.m. on every scheduled opening shift. (Measure: first register login at or before 6:00 a.m., per the register log.)
- Goal 2: Complete and sign the opening food safety checklist on every opening shift. (Measure: signed checklist in the binder for 100% of opening shifts.)
Support
Dana will work two opening shifts with you in the first week to review the opening routine. The checklist has been shortened to one page, and a second key has been issued so you no longer depend on the early baker to get in.
Check-ins
We will meet weekly on Fridays at 2:00 p.m. during the plan to review progress against each goal. After each check-in, a short written summary will be shared with you.
At the end of the plan
On April 1, 2026 we will review the results against each measure. If the goals are met, the plan ends. If they are not met, further action may be taken, up to and including termination of employment.
This plan is not a contract and does not change the terms of your employment.
Acknowledgement
Signing below confirms that you received this plan and that it was discussed with you. It does not mean that you agree with it.
______________________ Date: __________
Employee signature (Jordan Miles)
______________________ Date: __________
Manager signature (Dana Ortiz)
Filled example: 60-day PIP for a customer support agent
A support agent at a small software company is slow to reply and has a high reopen rate. The manager uses 60 days with a milestone halfway, so there is enough ticket volume to judge.
Performance Improvement Plan
Where performance falls short
In March and April 2026, your median first reply time was 9 business hours, per the helpdesk report. The team standard is 4 business hours. In the same period, 18% of your closed tickets were reopened by the customer, compared with the team standard of no more than 8%.
Goals and how they will be measured
- Goal 1: Keep the median first reply time at or under 4 business hours. (Measure: helpdesk weekly report.)
- Goal 2: Keep the reopen rate at or under 8% of closed tickets. (Measure: helpdesk monthly report.)
- Goal 3: Use the troubleshooting checklist on every billing ticket. (Measure: checklist tag on the ticket, reviewed on a sample of 20 tickets each check-in.)
Milestone
By June 3, 2026 the median first reply time should be at or under 6 business hours and the reopen rate at or under 12%.
Support
Two shadowing sessions with a senior agent in the first two weeks, access to the updated billing knowledge base, and no new chat shifts during the plan so you can focus on email tickets.
Check-ins
We will meet every two weeks during the plan to review progress against each goal. After each check-in, a short written summary will be shared with you.
At the end of the plan
On July 3, 2026 we will review the results against each measure. If the goals are met, the plan ends. If they are not met, the plan may be extended or further action may be taken.
This plan is not a contract and does not change the terms of your employment.
Employee comments
You may write your comments below or attach a separate written response. Your response will be kept with this plan.
________________________________________________
________________________________________________
________________________________________________
______________________ Date: __________
Employee signature (Priya Lang)
______________________ Date: __________
Manager signature (Paul Webb)
Filled example: 90-day PIP for a sales representative
An outside sales rep for a landscaping supply company is well below quota. The sales cycle is several weeks long, so the manager uses 90 days with monthly milestones and activity goals.
Performance Improvement Plan
Where performance falls short
For the first half of 2026 you closed $61,000 in new contractor accounts against a target of $120,000. The CRM shows an average of 4 qualified meetings per week, compared with 10 per week across the team.
Goals and how they will be measured
- Goal 1: Book at least 8 qualified meetings per week. (Measure: CRM activity report.)
- Goal 2: Log every meeting and quote in the CRM within one business day. (Measure: CRM entries matched against your calendar.)
- Goal 3: Close at least $60,000 in new contractor accounts by November 1, 2026. (Measure: signed accounts in the sales report.)
Milestones
- September 2: at least 30 qualified meetings booked in total and $15,000 closed.
- October 2: at least 60 qualified meetings booked in total and $35,000 closed.
Support
Alicia will join you on one client visit per week for the first month. You will receive a list of 40 lapsed accounts to contact and weekly pipeline review time on Mondays.
Check-ins
We will meet weekly during the plan to review progress against each goal. After each check-in, a short written summary will be shared with you.
At the end of the plan
On November 1, 2026 we will review the results against each measure. If the goals are met, the plan ends. If they are not met, further action may be taken, up to and including termination of employment.
This plan is not a contract and does not change the terms of your employment.
______________________ Date: __________
Employee signature (Tom Reyes)
______________________ Date: __________
Manager signature (Alicia Grant)
Example wording
Examples of the level of detail that makes a document clear. Replace them with your own facts.
- Sales: Goal: Log every client call in the CRM on the same day. Measure: 100% of calls in the weekly CRM activity report match the phone log.
- Operations: Goal: Complete the daily opening checklist before 8:00 a.m. Measure: signed checklist on file for every scheduled opening shift.
- Customer support: Goal: Keep the first-reply time under 4 business hours. Measure: median first-reply time in the helpdesk weekly report.
Questions people ask
How long should a performance improvement plan be?
30, 60 or 90 days are the usual options. Choose the length from how quickly results show up in the work. Daily tasks such as opening on time or replying to tickets can be judged in 30 days. Sales, projects and monthly reports usually need 60 or 90 days. The plan should be long enough for the employee to show improvement and to include several check-ins. For longer plans, set milestone dates with partial targets.
What should a PIP include?
The performance gap in facts, specific goals, how each goal is measured, the support the company will provide, a check-in schedule, the end date and what happens at the end. It also helps to include a statement that the plan is not a contract, space for the employee's comments, and an acknowledgement line where the employee signs to confirm receipt.
Is a PIP a step toward termination?
It can be, but it does not have to be. A PIP is a documented chance to improve, and many plans end with the goals met. The plan should say plainly what may happen if the goals are not met, such as an extension or further action up to termination, so the employee is not surprised. If you have already decided to end the employment, a PIP is not the right document; see the termination letter template.
Can an employee refuse to sign a PIP?
Yes, an employee may decline to sign. The acknowledgement in this template only confirms that the plan was received and discussed, not that the employee agrees. If the employee does not sign, write on the plan that it was presented on that date and that the employee declined to sign, and ask a second manager or HR person to note that they were present. The plan still takes effect, and the employee can add written comments.
Can an employee respond to a PIP in writing?
Yes. This template includes a comments section, and the employee can also attach a separate written response. Keep the response in the file with the plan and read it before the final review. If the response raises a point you had not considered, such as missing tools or a workload problem, address it in the next check-in and note what you did.
Can you extend a PIP?
Yes. An extension is reasonable when the employee has made clear progress but has not fully reached the targets. Put it in writing: what improved, what is still missing, the new end date and whether any goal changes. Keep the same measures and keep the extension shorter than the original plan. Repeated extensions without a decision leave the employee and the file in limbo.
What if the employee improves and then slips after the PIP ends?
Close the original plan in writing when the goals are met, so the file is clear. If the same problem comes back later, you can refer to the earlier plan as background, but document the new facts on their own: dates, numbers and the standard. Depending on your policy, the next step may be a new plan or a written warning. Apply the same approach you use with other employees in similar situations.
Should HR or a witness attend the PIP meeting?
It is often helpful. A second person from HR or management can take notes, confirm what was said and help keep the meeting focused on facts. In a very small business without HR, another manager or the owner can fill that role. Tell the employee who will attend, keep the meeting private, and give the employee a copy of the plan at the end.
Can I start a PIP during leave or right after a complaint?
Timing matters. If the employee has recently asked for leave, is on leave, has requested an accommodation or has made a complaint, a PIP issued at that moment can look like a response to it. Retaliation for protected activity is prohibited under federal law; see the EEOC page on retaliation. In any of these situations, talk to an employment lawyer before you issue the plan, and make sure your records show the performance issue started earlier.
What makes a PIP goal measurable?
A measurable goal names an action or result, a number or standard, a time frame and a source that proves it. Close tickets within 2 business days, per the helpdesk report, is measurable. Show more ownership is not. If a goal is about behavior, describe what someone could see or hear, such as holding weekly one-on-ones or giving feedback in private, and say how you will check it.
What is the difference between a PIP and a written warning?
A written warning records a specific problem, such as a policy breach or a pattern of lateness, and states the expected change. A PIP is a structured plan over a set period with goals, measures, support and check-ins. Warnings suit conduct issues with a clear rule; PIPs suit performance gaps where the employee needs time and help to reach a standard. Some employers use a warning first and a PIP if the problem continues.
General information, not legal advice. Not a substitute for the advice of an attorney. This page is for general information only and isn’t legal, financial or tax advice. Laws vary by state and change; check the official source or talk to a qualified professional about your situation. Report an error