Performance Improvement Plans (PIPs)

Here are some recommended steps on developing a PIP. Note I always suggest to clients before implementing a Performance Improvement Plan (PIP), it's essential to ensure that reasonable efforts have already been made to correct the employee’s performance issues. Coaching, feedback, and informal support should have been provided to address the gaps. So the PIP becomes a formal step after other corrective measures have been attempted.

Step 1: The first step in creating a PIP is to define its purpose. A PIP is typically used to address employee performance issues, ensure improvement, and align expectations with organizational goals. It should be supportive rather than punitive, aimed at helping the employee improve and succeed.

Here’s an outline of what a Performance Improvement Plan (PIP) is NOT:

• It is not a disciplinary action for non culpable attendance issues: A PIP is typically related to performance in job duties, not for addressing issues like sick leave or attendance unless those absences are directly related to job performance.

• It is not a form of punishment: A PIP is intended to support and guide improvement.

• It is not a replacement for medical or personal leave: If the employee is dealing with health issues or has taken sick leave, a PIP is not the appropriate method to address or resolve those circumstances. Such situations should be handled through leave policies or accommodations.

• It is not a permanent document: A PIP is a temporary plan meant to help an employee improve over a set time frame and should not be confused with long-term disciplinary records or actions.

Step 2: Identify Performance Issues. Before developing a PIP, gather specific, factual information about the performance issues. This might include missed deadlines, quality of work below standards, communication issues, frequent tardiness. It’s helpful to the recipient of the PIP when they can reflect on specific instances.

Step 3. Set Clear, Measurable Goals. Be sure to clearly define the specific areas where improvement is needed. These goals should follow the well-known SMART method:

• Specific: Clearly outline what needs improvement.

• Measurable: Set quantitative or qualitative benchmarks for success.

• Achievable: Ensure the goals are realistic and attainable within the given time frame.

• Relevant: Align the goals with the employee’s role and the organization's objectives.

• Time-bound: Set deadlines for achieving these goals.

Here is an example.

Issue: "Employee has missed 3 out of 5 project deadlines in the last two months."

PIP Goal: "Submit all project deliverables by the agreed-upon deadlines for the next three months."

Step 4. Outline the Action Plan. Provide clear steps the employee should take to meet the improvement goals. Include any additional support, training, or mentoring that will be provided to help the employee improve; tools or systems that can assist in their performance, such as software or time management methods; and ways managers or supervisors will support the employee, such as regular check-ins or feedback sessions.

Here are some examples:

"Attend a time management training session by Date."

"Meet with your supervisor bi-weekly for feedback and guidance on project timelines."

Step 5. Set a Timeline for Review. Determine the time frame in which you expect to see improvements, as well as key review points to assess progress. The timeline can vary based on the nature of the issue, but in my experience a PIP should be scheduled to be completed between 30 to 90 days.

Step 6. Outline Consequences of Not Meeting Goals. It’s essential to be transparent about the potential outcomes if the employee doesn’t meet the expectations outlined in the PIP. It’s common practice to state that failure to improve could lead to further consequences.

IT’S IMPORTANT TO HAVE THESE STEPS PREPARED IN ADVANCE OF A MEETING WITH THE EMPLOYEE.

The manager should be prepared to present these steps while anticipating feedback or concerns from the employee. It’s also important to be open to adjustments based on the employee's specific needs, abilities, or any valid concerns they raise. However, the PIP is ultimately a process imposed by the manager, designed to address gaps. While the employee’s input may inform certain details, the plan itself is a directive from leadership to help the employee meet expected standards.

Step 7. Monitor and Provide Feedback. Throughout the timeline of the PIP, provide consistent feedback on the employee’s progress. Regular check-ins are key to ensuring the employee feels supported and understands their progress. Keep feedback constructive and keep communication open, focusing on both improvements and areas still needing work.

Step 8. Conduct a final review of the employee’s performance. If improvement is made acknowledge and reinforce the progress, and outline next steps to sustain performance. If improvement isn’t satisfactory refer to the outlined consequences and consider the next steps you want to take.

…and those next steps require thoughtful consideration. Call me to discuss!