Performance Improvement Plan (PIP) Template
Manager-side PIP: gap with evidence, measurable expectations, employer support, dated reviews, outcomes, fairness checks, legal pointers
使い方: Use it when informal feedback has not closed a performance gap and you want a supported, time-boxed plan. Fill the gap evidence and measurable expectations first, then the support the employer will give. The main pitfall is a plan written to justify a decision already made.
プレビュー
Performance Improvement Plan: [Employee name], [Job title]
A manager-side plan for a period of supported improvement when an employee's work is below the expected standard: the gap with evidence, measurable expectations, the support the employer will give, dated reviews and the possible outcomes. Based on common employment practice, with the UK Acas Code of Practice on disciplinary and grievance procedures (2015) as the fairness reference and dated EU and US pointers. Replace every
[bracketed]value and every row marked Example. This is a documentation format, not legal advice: check the current official text and ask a qualified employment adviser before you start a plan.
Contents
- Background and the performance gap
- Expectations
- Support from the employer
- Timeline and reviews
- Possible outcomes
- Employee voice and fairness checks
- Dated legal pointers (October 2026)
- Signatures
- Standard and licence note
Document control
| Field | Value |
|---|---|
| Plan ID | [PIP-2026-003] |
| Employee | [Name], [job title], [team] |
| Manager | [@manager] |
| People partner | [@people-partner] |
| Plan type | [Informal support plan / Formal plan under the capability or disciplinary procedure] |
| Start date | YYYY-MM-DD |
| Final review date | YYYY-MM-DD |
| Classification | Confidential |
| Status | [Draft / Active / Extended / Closed: met / Closed: not met] |
Revision history
| Version | Date | Author | Change |
|---|---|---|---|
| 0.1 (Example) | 2026-10-28 | [@manager] | Draft prepared with the People partner |
| 1.0 (Example) | 2026-11-02 | [@manager] | Discussed with the employee and issued |
1. Background and the performance gap
| Area | Expected standard | Current performance | Evidence | First raised |
|---|---|---|---|---|
| Ticket resolution (Example) | 85% of priority 2 tickets resolved within the 2 working-day target | 71% in August to October 2026 | Service desk report, three months | One-to-one, 2026-08-19 |
| Customer updates (Example) | Update customer on open tickets at least every working day | 9 tickets with gaps of 3 days or more in October | Ticket audit | One-to-one, 2026-09-16 |
| [Area] | [Standard] | [Current] | [Evidence] | YYYY-MM-DD |
Context considered before starting the plan: [workload, training received, tools, health or personal circumstances raised by the employee, adjustments made].
2. Expectations
| ID | Expectation | Measure | Target by final review |
|---|---|---|---|
| EXP-1 (Example) | Resolve priority 2 tickets on time | Share resolved within 2 working days, weekly service desk report | At least 85% over the final two weeks |
| EXP-2 (Example) | Keep customers informed | Open tickets with no update for more than 1 working day | Zero in the final two weeks |
| EXP-3 (Example) | Escalate blocked tickets early | Tickets escalated after 1 working day without progress | All blocked tickets escalated on time |
| [EXP-N] | [Expectation] | [Measure] | [Target] |
3. Support from the employer
| Support | Owner | When |
|---|---|---|
| Weekly 30-minute review with the manager (Example) | [@manager] | Every Monday |
| Pairing with a senior engineer on two complex tickets a week (Example) | [@senior-engineer] | Weeks 1 to 4 |
| Training: diagnostic tools course (Example) | [@manager] | By week 2 |
| Queue cap of 12 open tickets during the plan (Example) | [@team-lead] | Whole plan |
| [Support] | [@owner] | [When] |
4. Timeline and reviews
Example: a six-week plan starting Monday 2026-11-02, with reviews on Monday 2026-11-16 and Monday 2026-11-30, and a final review on Monday 2026-12-14.
| Review | Date | EXP-1 | EXP-2 | EXP-3 | Summary | Employee comments |
|---|---|---|---|---|---|---|
| Review 1 (Example) | 2026-11-16 | 78% | 2 gaps | On track | Progress on updates, resolution improving | Pairing helpful |
| Review 2 (Example) | 2026-11-30 | 84% | 0 gaps | On track | Close to target | Requested one more tools session |
| Final (Example) | 2026-12-14 | 87% | 0 gaps | Met | All expectations met | Agreed |
| [Review] | YYYY-MM-DD | [Result] | [Result] | [Result] | [Summary] | [Comments] |
5. Possible outcomes
- Met: the plan closes and normal management resumes. Keep feedback going in one-to-ones.
- Extended: clear progress but not all targets met; an extension of [N weeks] with dates agreed in writing.
- Not met: the manager considers the next step under [the capability or disciplinary procedure], which may include a formal warning or other outcomes set out in that procedure. Any formal step includes its own meeting, the right to be accompanied where it applies and a right of appeal.
6. Employee voice and fairness checks
- The employee has had the chance to comment on the gap and the evidence, and their comments are recorded below.
- The standard is the same one applied to peers in the same role.
- Health, disability, pregnancy, caring duties and other personal factors raised have been considered, with adjustments where reasonable.
- The plan was not started in response to a complaint, whistleblowing report or leave request (check for retaliation risk with the People team).
- The employee knows who to contact in the People team.
Employee comments: [Employee's own words]
7. Dated legal pointers (October 2026)
| Jurisdiction | Pointer | Official source |
|---|---|---|
| UK | The Acas Code treats poor performance under the disciplinary procedure unless the employer uses a separate capability procedure; the same fairness steps apply. Tribunals may adjust awards by up to 25% for an unreasonable failure to follow the Code. A draft updated Code was consulted on in 2026. | https://www.acas.org.uk/acas-code-of-practice-on-disciplinary-and-grievance-procedures |
| EU | Performance management and dismissal rules are national, often with works council consultation rights. Check national law and collective agreements. | National official sources |
| US | Most employment is at will, but federal anti-discrimination and anti-retaliation laws enforced by the EEOC, contracts and state law still apply. | https://www.eeoc.gov/ |
8. Signatures
| Role | Name | Signature | Date |
|---|---|---|---|
| Employee (confirms receipt) | [Name] | YYYY-MM-DD | |
| Manager | [Name] | YYYY-MM-DD | |
| People partner | [Name] | YYYY-MM-DD |
Standard and licence note
Based on common performance management practice, with the Acas Code of Practice on disciplinary and grievance procedures (2015) and the EEOC site checked on 2026-10-30 as dated references. Original text written for this collection; people and organisations are fictional. Not legal advice: check the current official text and a qualified professional. Template licence: MIT.
関連テンプレート
New Hire Onboarding Plan Template (Preboarding to Day 90)
90-day outcomes, preboarding, day 1 and week 1, 30-60-90 phases, buddy, stakeholders, required training, legal first-day steps, check-ins
人事・ピープルオペレーションDisciplinary and Grievance Procedure Template
Informal resolution, fact-finding, invitation, hearing, right to be accompanied, warnings, appeal, grievance steps, timescales, case log
人事・ピープルオペレーションEmployee Handbook Template (EU, UK and US Examples)
Policies hub: contract basics, conduct, hours, pay transparency, leave, equality, safety, privacy, IT use, grievance, discipline, leaving, dated country annex