How to Run a Performance Improvement Plan That Actually Improves Performance
September 4, 2026 · Human Resources · 5 min read
A performance improvement plan (PIP) can be useful when there is a specific performance gap, expectations are clear and the employee is given a reasonable opportunity and appropriate support to improve. It should not be treated as a substitute for ordinary feedback, a generic response to every workplace problem or a predetermined route to dismissal.
Acas advises employers to consider a PIP when informal steps have not resolved a performance problem. Its guidance says the plan should set specific objectives, a reasonable timeline and any further support or training the employee needs. CIPD’s current PIP template similarly asks what needs improving, what the objectives are, which learning or assistance is required, how performance will be monitored, how feedback will be provided and what timescale applies.
Source: Acas, Problems with an employee’s performance, updated 2026
Source: CIPD, Writing performance improvement plans
Diagnose the problem before choosing a PIP
Underperformance can have different causes. Before formalising a plan, check whether the issue involves:
- unclear expectations;
- missing knowledge or skill;
- inadequate tools or systems;
- unmanageable workload or conflicting priorities;
- health or disability-related barriers;
- conduct rather than capability;
- a process failure affecting more than one employee.
Acas also notes that employers may need to consider reasonable adjustments where disability affects performance. A plan that ignores an underlying barrier can be both ineffective and unfair.
Use informal feedback first where appropriate
A formal PIP should not normally be the first clear message that the employee receives about a performance concern. Early conversations can clarify the problem, give the employee an opportunity to respond and reveal whether training, resources or clearer priorities are needed.
Some situations will require a formal process earlier because of seriousness, risk or organisational policy. The correct route depends on the facts and the applicable employment rules.
Define the gap in observable terms
“Needs to improve communication” is too vague. A plan should identify the relevant standard and the evidence showing the gap.
For example:
- Too vague: Improve client communication.
- More useful: Send the agreed weekly client status update by 3pm Thursday using the approved template, with open risks and decisions clearly identified.
Use evidence that is proportionate to the role. Avoid turning subjective impressions into false precision.
Set a small number of meaningful objectives
Each objective should answer:
- What must improve?
- What standard is expected?
- How will progress be observed?
- By when?
- What support is available?
If the plan contains a long list of loosely related concerns, separate the critical performance requirements from secondary development points.
Attach real support
Support depends on the cause of the gap. It might include:
- training;
- job aids or checklists;
- clearer procedures;
- coaching or supervised practice;
- more frequent feedback;
- temporary workload adjustments;
- reasonable adjustments where required;
- access to the tools or information needed to do the work.
Writing “support will be provided” is not enough. State what the support is and who is responsible for providing it.
Use a realistic timeframe
The review period should reflect the behaviour or output being measured. Some improvements can be observed quickly. Others require enough work cycles for the employee to demonstrate the standard consistently.
A plan should include scheduled review points instead of waiting until the end to reveal whether progress was considered adequate.
Keep the employee involved
Explain the concern, evidence, expected standard and process clearly. Give the employee an opportunity to respond and identify relevant information the manager may not have considered.
Where a formal employment procedure applies, follow the organisation’s policy and applicable law regarding representation, records, warnings, appeals or other rights.
Document facts neutrally
Useful records distinguish:
- the performance requirement;
- the observed evidence;
- the employee’s explanation;
- the support provided;
- the agreed actions;
- the outcome at each review point.
Avoid speculative labels such as “doesn’t care” when the record can describe the actual behaviour or output.
Illustrative example
Consider a hypothetical logistics coordinator who begins missing shipment-documentation deadlines after a new customs portal is introduced. Before starting an individual PIP, the manager discovers that several coordinators are making the same errors and that no structured training was provided.
In that situation, team training and a clear reference guide are more appropriate first responses than an individual capability plan. If one employee later continues to miss the documented standard after training, feedback and support, a formal improvement plan may then be appropriate.
What a usable PIP should contain
| Element | What to record |
|---|---|
| Performance concern | Specific evidence and required standard |
| Objectives | A small number of observable improvements |
| Support | Training, tools, coaching or adjustments |
| Measures | How progress will be evaluated |
| Check-ins | Dates for feedback and review |
| Timescale | A reasonable period for the required improvement |
| Possible outcomes | What happens if performance improves, partly improves or does not improve |
When a PIP is not the right tool
A PIP may be the wrong response when the core issue is:
- misconduct that should follow a conduct process;
- unclear job design;
- lack of equipment or access;
- a team-wide process failure;
- health or disability barriers that require adjustments;
- organisational restructuring;
- a manager avoiding an ordinary feedback conversation.
Regional and legal context matters
Employment procedures, notice requirements, dismissal rules, worker representation and disability obligations vary by jurisdiction. Acas and CIPD sources are useful management references but are UK-based. Organisations in the GCC, Africa or elsewhere should use the labour law, contracts and internal procedures that apply in the relevant country.
Related MATSH resources
Related MATSH training
For managers and HR teams developing performance-conversation capability, see the Performance Management Training Course.
Sources
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