You’re Doing PIPs Wrong

...and it's costing you great employees

Let’s get this out of the way: Performance Improvement Plans (PIPs) have a terrible reputation.

They’re the HR equivalent of “We need to talk.” Everyone tenses up. Anxiety skyrockets. People start dusting off their resumes and replying to those LinkedIn recruiters. 

And honestly? I get it.

Somewhere along the way, the performance improvement plan (PIP) became less about “improvement” and more about “how do we legally fire someone without a lawsuit?”

And for many people, it's true—because that’s exactly how they’ve seen it used.

But that doesn’t mean it should be that way.

PIPs Need a Rebrand (Desperately)

Performance Improvement Plans have some major PR problems.

It’s become code for, “We’ve given up on you, but we’re going to make it look official.”

But guess what? That was never the original intent. PIPs weren’t designed to be pre-termination paperwork. They were meant to be a support tool—a structured, collaborative effort to help someone who’s struggling to succeed.

The problem is, too many managers and companies skip the hard part of leadership: coaching, clarity, and real feedback. So by the time a PIP shows up, the employee is blindsided, and the plan becomes a formality on the way out.

Here’s a thought: What if we used PIPs the way they were intended?

What if we stopped treating them like HR’s version of a pink slip and started using them as a tool for actual performance improvement? When done right, PIPs can work. I’ve seen it. I’ve done it. I’ve watched employees bounce back, grow, and absolutely thrive—because of the support and structure a well-executed PIP gave them.

When I Say "You're Doing PIPs Wrong"...

I mean you’re probably using them as a last resort, when you should be using them as a structured second chance.

In my career, I’ve written and implemented several performance improvement plans. And only one or two ever led to termination. The rest led to improvement. Real, measurable, often impressive improvement.

But here’s what shocked me: when I mentioned that publicly, people looked at me like I had just said I ride a unicorn to work.

What a Performance Improvement Plan Should Be

Let’s break this down. A PIP should never be the first time someone hears they’re underperforming. If it is, that's not a performance issue—that’s a management problem.

Instead, a PIP should be:

• A formal structure to help someone improve

• A collaborative effort between the employee, their manager, and HR

• A clear roadmap from “Here’s where you are” to “Here’s where you need to be”

• A last effort to support, not a paper trail to fire

It should include clear expectations, documented coaching, regular check-ins, and yes—an honest look at what happens if expectations aren’t met.

But more importantly, it should start from a place of care. If you’re not rooting for this person to succeed, don’t bother with a PIP. Just be honest, and move toward a respectful exit.

A Step-by-Step Guide to a Good PIP

If you're ready to do it the right way, here's how I recommend structuring it:

1. Start with Real Feedback

Before anything goes on paper, have the conversation. Give specific examples. Ask questions. Offer help. If this is the first the employee is hearing of a problem, a PIP won’t save you—or them.

2. Draft Based on the Role

Pull up the job description and competency model. Where is there misalignment? Use that to define clear performance expectations.

3. Build an Action Plan (That’s Actually Helpful)

Outline steps the employee can take to improve—and make sure the manager has steps too. This isn’t a “fix yourself” memo. It’s a two-way commitment.

4. Define Timelines and Metrics

Set realistic, time-bound goals. Be specific. Vague hopes like “communicate better” don’t cut it. What exactly does success look like?

5. Kick It Off Collaboratively

Hold a meeting with HR, the manager, and the employee to walk through the plan together. Make space for feedback. Adjust as needed.

6. Check In—Frequently

Don’t “set it and forget it.” Check in weekly or biweekly to review progress. Document updates. Celebrate wins. Adjust if something’s not working.

7. Close It Out with Clarity

At the end, evaluate: Did the employee meet the goals? If yes—awesome. Document it and move forward. If not, you’ve already laid the groundwork for what comes next.

Free Resource: Your PIP Starter Kit

Want a head start? I’ve created a free downloadable PIP template that includes:

• A sample action plan

• Guidance for manager + employee responsibilities

• Space for weekly updates

• Final evaluation section

• Language you can actually use (no legalese required)

Download the PIP Template Here

Want More? Listen In.

Check out our podcast where I talk through how to create a performance improvement plan that works—for everyone involved .