--- name: pip description: Manage Performance Improvement Plans (PIPs) for underperforming employees. Use when creating structured improvement plans, tracking PIP progress, documenting performance gaps, or guiding managers through the PIP process legally and compassionately. Triggers on phrases like "performance improvement plan", "PIP", "improvement plan", "underperforming employee", "performance gap", "documentation of performance", "performance warning", "corrective action", "performance remediation". --- # Performance Improvement Plans (PIP) Support underperforming employees through structured, documented improvement plans. ## Workflow 1. Manager identifies persistent performance issues despite prior coaching and feedback. 2. Manager consults with HR before initiating PIP — validate documentation, ensure fairness. 3. Create 30-60-90 day improvement plan with specific, measurable goals. 4. Deliver PIP to employee in formal meeting (HR present or available). 5. Schedule weekly check-ins to track progress and provide support. 6. Document all conversations, progress, and adjustments. 7. Evaluate at 90 days: improvement (PIP successful), extension needed, or separation. 8. Update HRIS with outcome and maintain records for compliance. ## PIP Initiation Checklist ``` BEFORE INITIATING A PIP ======================== Manager must confirm: ☐ Prior feedback has been given (documented in 1-on-1s, emails, or performance notes) ☐ Employee was aware of expectations (clear goals, written standards) ☐ Reasonable time has passed for improvement since feedback ☐ Necessary resources and support were available ☐ Issues are specific and measurable (not vague "attitude" or "culture fit") ☐ HR has reviewed the situation and agrees PIP is appropriate ☐ No discrimination concerns (compare to similar employees in similar situations) ☐ Business case is documented (impact of underperformance on team, customers, goals) If any box is unchecked: → Go back and complete the missing step before PIP → Additional coaching or goal clarification may resolve the issue → HR can help determine if PIP is premature ``` ## PIP Document Template ``` PERFORMANCE IMPROVEMENT PLAN ============================= Employee: [Name] Position: [Title] Department: [Team] Manager: [Name] HR Partner: [Name] PIP Start Date: [Date] PIP End Date: [Date — typically 60–90 days from start] Check-in Frequency: Weekly (every [Day] at [Time]) ─────────────────────────────────────────────── SECTION 1: PERFORMANCE EXPECTATIONS The following standards are expected in this role: [Specific, written expectations — pull from job description, team standards, or prior goal-setting] ─────────────────────────────────────────────── SECTION 2: CURRENT PERFORMANCE GAPS The following areas are not meeting expectations: Gap 1: [Specific gap with examples] Expected: [Clear standard] Current: [Specific examples of shortfalls with dates] Impact: [How this affects team, customers, business] Gap 2: [Specific gap with examples] Expected: [Clear standard] Current: [Specific examples] Impact: [Business impact] ─────────────────────────────────────────────── SECTION 3: IMPROVEMENT GOALS The following measurable goals must be achieved by the PIP end date: Goal 1: [Specific, measurable goal] Metric: [How success is measured — e.g., "Complete X deliverables per week"] Target: [Specific target — e.g., "95% on-time delivery"] Support: [What support will be provided — training, mentorship, tools] Goal 2: [Specific, measurable goal] Metric: [How success is measured] Target: [Specific target] Support: [What support will be provided] ─────────────────────────────────────────────── SECTION 4: SUPPORT & RESOURCES The company will provide the following support: → Weekly 1-on-1 check-ins focused on PIP progress → [Specific training course or resource] → Mentorship from [Name/Role] → [Any workload adjustments] → [Any process or tool changes] ─────────────────────────────────────────────── SECTION 5: EVALUATION CRITERIA At the end of the PIP period, performance will be evaluated against: → Achievement of Goals 1 and 2 (measured by defined metrics) → Consistency of improvement (not just one good week) → Quality of work (not just completion) → Feedback from stakeholders (if applicable) ─────────────────────────────────────────────── SECTION 6: OUTCOMES If goals are met: PIP is considered successful; employee returns to standard performance management. If goals are partially met: PIP may be extended with revised goals (max one extension, 30 days). If goals are not met: Employment may be terminated in accordance with company policy. ─────────────────────────────────────────────── ACKNOWLEDGMENT Employee acknowledgment (signing this document acknowledges receipt, not agreement): Employee Signature: _________________ Date: _________ Manager Signature: _________________ Date: _________ HR Signature: _________________ Date: _________ NOTE: This document is kept in the employee's confidential HR file. ``` ## Weekly Check-In Template ``` PIP WEEKLY CHECK-IN ==================== Week: [# of 12] | Date: [Date] | Duration: 30 minutes PROGRESS REVIEW: Goal 1: [Goal description] This week's achievements: [Specific accomplishments] Metrics: [Current metric vs. target] Rating: ☐ On Track ☐ Partially On Track ☐ Off Track Notes: [Details] Goal 2: [Goal description] This week's achievements: [Specific accomplishments] Metrics: [Current metric vs. target] Rating: ☐ On Track ☐ Partially On Track ☐ Off Track Notes: [Details] SUPPORT & BLOCKERS: What support was helpful this week? What obstacles did you face? What do you need for next week? COACHING NOTES (Manager — confidential): Observations: [Specific behaviors noted] Positive trends: [What's improving] Concerns: [What's not improving] Adjustment needed? ☐ Yes ☐ No Details: [What change] ACTION ITEMS FOR NEXT WEEK: □ [Specific action] — Owner: [Employee/Manager] □ [Specific action] — Owner: [Employee/Manager] EMPLOYEE COMMENTS: [Space for employee to share perspective, concerns, or questions] Next check-in: [Date/Time] ``` ## Evaluation Framework ``` PIP END-POINT EVALUATION ========================= At Day 90 (or end of extended PIP): STEP 1: Quantitative Review → Goal 1: Target [X] — Achieved [Y] — % of target: [Z]% → Goal 2: Target [X] — Achieved [Y] — % of target: [Z]% → Consistency: Were improvements sustained or sporadic? → Quality: Was work output meeting quality standards, not just deadlines? STEP 2: Qualitative Review → Manager assessment: Overall improvement observed? → Stakeholder feedback: Has behavior changed in team interactions? → Employee self-assessment: Does employee feel they've improved? → HR assessment: Process followed correctly? Documentation adequate? STEP 3: Decision Matrix OUTCOME CRITERIA ACTION ───────────────────────────────────────────────────────────── PIP SUCCESS ≥ 90% of goals met, Remove PIP status sustained for last 30 days Return to normal review ───────────────────────────────────────────────────────────── PIP EXTENSION 70–89% of goals met, Extend 30 days showing clear trajectory with specific remaining goals ───────────────────────────────────────────────────────────── SEPARATION < 70% of goals met, Begin separation process OR no sustained improvement with HR and legal review ───────────────────────────────────────────────────────────── STEP 4: Communication → Successful: Celebrate improvement; document in HRIS; transition to development plan → Extension: Clear remaining expectations; reset timeline; increase support if needed → Separation: HR leads; legal review; compassionate but clear communication; final day set ``` ## Legal & Compliance Considerations ``` LEGAL BEST PRACTICES FOR PIPs =============================== Documentation requirements: → All prior feedback documented (dates, content, delivery method) → Performance standards are objective and measurable → PIP goals are achievable (not designed to fail) → Support/resources genuinely provided (not just listed) → All check-in meetings documented with notes → Decisions based on performance data, not personal bias Anti-discrimination safeguards: → Compare: Are similar performance issues handled the same way for other employees? → Demographics: Is the PIP disproportionate across gender, race, age, disability groups? → Timing: Was the PIP triggered by a protected activity (FMLA leave, accommodation request, complaint)? → Consistency: Are standards applied uniformly across the team? Employee rights: → Right to understand expectations clearly → Right to receive genuine support and resources → Right to respond and provide context → Right to union representation (if applicable) → Right to appeal (if company policy allows) HR role: → Ensure process is fair and well-documented → Coach manager on delivery (compassionate, clear, professional) → Monitor for legal risk throughout PIP period → Prepare separation documentation if PIP unsuccessful → Maintain confidentiality throughout ``` ## Manager Coaching Guide ``` DELIVERING A PIP — Manager Guide ================================= Before the meeting: → Review all documentation with HR → Practice the conversation (HR can role-play) → Prepare the PIP document (printed or digital) → Book a private meeting room → Plan for 60 minutes → Have water and tissues available (emotionally difficult for everyone) During the meeting: → Open: "Thank you for meeting with me. I want to discuss your performance and how we can support your success." → Be specific: Reference documented examples, not impressions → Be clear: "We're implementing a Performance Improvement Plan" — don't minimize → Be supportive: "We believe you can meet these goals, and here's the support we'll provide" → Listen: Allow the employee to respond and ask questions → Document: Employee signs acknowledgment (receipt, not agreement) → Close: "Our first check-in is scheduled for [date]. I'm committed to supporting you through this." After the meeting: → Send follow-up email summarizing key points and next steps → Update HRIS with PIP status and dates → Begin weekly check-in cadence immediately → Provide promised resources and support — don't set and forget → Document each check-in thoroughly → Stay objective — avoid "rescuing" or lowering standards → If improvement is happening, acknowledge it genuinely ``` ## Integration Points - HRIS: PIP status tracking, documentation storage - Performance platform: Goal tracking, check-in scheduling - Document management: PIP document storage and versioning - Legal/compliance: Review and approval workflows - Calendar: Check-in scheduling - Email: Meeting notes and follow-up documentation ## Edge Cases - **Union employees**: Follow collective bargaining agreement procedures; union rep present - **At-will vs. contract employment**: Different termination implications; legal review required for contract employees - **Remote employees**: Virtual PIP meeting (recorded with consent); check-ins via video - **Manager-initiated vs. employee-requested**: Employee may self-identify struggles and request structured support - **PIP during pregnancy/medical leave**: Extreme caution; legal review required; generally deferred until return - **Multiple employees on PIP in same team**: Ensure each PIP is individualized and not part of pattern of constructive dismissal