Writing and Implementing a Proper Performance Improvement Plan

I’ve discussed the the issues of initiating a performance improvement plan (PIP) earlier in this series. Now, let’s talk about how to write and carry out the plan so your employee can succeed.

Most important: Be genuine and sincere when giving a PIP. Really assist your poor-performing employee get back on track and maintain employment. Do not use a PIP to justify firing them.

A PIP should include:

• An explanation of problems that employees should fix. For example, an issue could be frequent late arrival to work.
• Goals that relate to the challenges that should be fixed. Goals should be relevant to the job. Do not make the goals very difficult to achieve, and do not write goals in ways that set up the employee for probable failure.
• A timeline that includes start and end dates for reaching goals. There should be enough time for employees to improve.
• Resources and assistance that could help employee survive the PIP. Resources could be training, tools, and mentoring.
• Consequences if the employee is not reaching the goals. Possible outcomes could be termination or demotion.
• Consequences of employee surviving a PIP but reverting back to the same or similar problems. Give them some warning about what would happen if the problematic behavior returns. However, do not write in the PIP that failure to maintain performance after the end of PIP period will result in termination without warning, as that clause could unnecessarily stress the employee. A worker who is worried may not perform to their potential.

Before you begin:

• If your workplace has a human resources department (HR), reach out to learn about your organization’s PIP policies and whether it uses a PIP template.
• Prepare. Collect evidence to support your concerns.
• During the entire PIP process, from creation of the PIP to the end of the PIP period:
  • Be open to feedback.
  • Do not be biased.

When meeting with the employee to deliver the PIP:

• Do not invite other people to the meeting, unless the additional individuals are absolutely necessary. The presence of bystanders can further humiliate and upset the employee.

• Give a PIP during the week. Do not give a PIP at the end of a workday, before a weekend or holiday or during stressful times, such as before a major deadline.

• Meet with the employee in private, with the door closed.

• Be balanced with feedback. Do not be completely negative. Instead, discuss worker’s strengths and successes, and say that you think that the employee can perform better.

• Allow the employee to ask questions and give feedback. Do not disregard the feedback, get overly defensive, interrupt, verbally attack the employee, and/or basically say that person should look for a new job.Do not try to encourage your employee to quit.

• End the PIP meeting positively. Then, send the PIP to the employee.

While the PIP is in effect:

• Try to help the employee succeed and maintain employment. Schedule regular check-in meetings with your employee.

• Review progress. Discussing improvements can motivate the worker.

• Change the PIP if necessary, but do not make the PIP harder to achieve. The employee could have reached most, but not all, of the PIP’s goals by the end of the period of the PIP. In such a situation, you could extend the PIP, especially if the PIP period was short, i.e., 30 days or less.

Write and implement a PIP to improve performance and retain your employee. Avoid using the PIP to give your subordinate a lengthy notice of firing.

Miriam Edelman, MPA, MSSW, is a Washington, D.C.-based policy professional. Her experience includes policy work for Congress. Miriam’s undergraduate degree is from Barnard College, Columbia University, with majors in political science and urban studies. She has a master’s in public administration from Cornell University, where she was inducted into the national honorary society for public administration. She has a master’s of science in social work (focusing on policy) from Columbia University. She is a commissioner of the DC Commission on Persons with Disabilities. Miriam aims to continue her career in public service. She is especially interested in democracy, civic education, District of Columbia autonomy, diversity, health policy, women’s issues, and disabilities.

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