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.<\/p>\n
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.<\/p>\n
Source: Acas, Problems with an employee’s performance, updated 2026<\/a><\/p>\n Source: CIPD, Writing performance improvement plans<\/a><\/p>\n Underperformance can have different causes. Before formalising a plan, check whether the issue involves:<\/p>\n 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.<\/p>\n 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.<\/p>\n 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.<\/p>\n \u201cNeeds to improve communication\u201d is too vague. A plan should identify the relevant standard and the evidence showing the gap.<\/p>\n For example:<\/p>\n Use evidence that is proportionate to the role. Avoid turning subjective impressions into false precision.<\/p>\n Each objective should answer:<\/p>\n If the plan contains a long list of loosely related concerns, separate the critical performance requirements from secondary development points.<\/p>\n Support depends on the cause of the gap. It might include:<\/p>\n Writing \u201csupport will be provided\u201d is not enough. State what the support is and who is responsible for providing it.<\/p>\n 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.<\/p>\n A plan should include scheduled review points instead of waiting until the end to reveal whether progress was considered adequate.<\/p>\n 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.<\/p>\n Where a formal employment procedure applies, follow the organisation’s policy and applicable law regarding representation, records, warnings, appeals or other rights.<\/p>\n Useful records distinguish:<\/p>\n Avoid speculative labels such as \u201cdoesn’t care\u201d when the record can describe the actual behaviour or output.<\/p>\n 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.<\/p>\n 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.<\/p>\nDiagnose the problem before choosing a PIP<\/h2>\n
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Use informal feedback first where appropriate<\/h2>\n
Define the gap in observable terms<\/h2>\n
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Set a small number of meaningful objectives<\/h2>\n
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Attach real support<\/h2>\n
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Use a realistic timeframe<\/h2>\n
Keep the employee involved<\/h2>\n
Document facts neutrally<\/h2>\n
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Illustrative example<\/h2>\n
What a usable PIP should contain<\/h2>\n