Compile a detailed record of the performance deficiency including specific incidents, missed targets with dates and figures, feedback already provided, and the gap between expected and actual performance. Avoid subjective characterisations; use measurable data, documented observations, and concrete examples that would withstand external scrutiny.

Before initiating a PIP, confirm that the manager has previously communicated performance concerns through regular check-ins, written feedback, or formal reviews. A PIP should never be the first time an employee learns of a performance issue. Review the performance record to ensure a paper trail of prior conversations and interventions exists.

Investigate whether the performance gap is due to factors outside the employee's control — inadequate training, unclear expectations, insufficient resources, workplace conflict, or personal circumstances. If systemic causes are identified, address those first. A PIP is appropriate only when individual performance is the primary issue and support has already been offered.

Review the planned PIP with the HR Business Partner and, where appropriate, employment legal counsel to ensure compliance with company policy, employment law, and any applicable collective bargaining agreements. Confirm that the PIP process is applied consistently across similar cases to mitigate discrimination or unfair treatment claims.

Draft the PIP document specifying the performance areas requiring improvement, expected standards, specific measurable targets, support to be provided, the monitoring schedule, consequences of not meeting expectations, and the PIP duration (typically 30, 60, or 90 days depending on severity and role complexity).

Hold the PIP meeting in a private setting with the employee, their manager, and the HRBP present. Allow 45–60 minutes. Some organizations allow the employee to bring a support person or union representative if applicable. Choose a time that allows the employee to process the conversation without immediately returning to a high-pressure work situation.

Open by stating the purpose of the meeting directly — avoid excessive preamble that creates anxiety. Present the documented performance concerns factually, explain the PIP structure and timeline, and emphasise that the goal is to support the employee in meeting expectations. Be honest that there are consequences for not improving, while conveying genuine commitment to their success.

Walk through every element of the PIP document: each performance area, the specific measurable targets, the timeline for each milestone, the support and resources that will be provided, and how progress will be assessed. Ensure the employee understands what 'good' looks like for each criterion and can ask clarifying questions.

Ask the employee what additional training, coaching, tools, or accommodations would help them meet expectations. Where requests are reasonable and feasible, incorporate them into the PIP. This collaborative element demonstrates good faith and increases the employee's sense of agency in the process.

Have the employee sign the PIP to acknowledge receipt and understanding (not necessarily agreement). If the employee refuses to sign, note the refusal with a witness signature. Provide the employee with a complete copy of the signed PIP document and any supporting materials.

Hold structured weekly meetings (30 minutes) to review progress against each PIP objective, discuss challenges, provide feedback, and adjust support as needed. Document every check-in with notes on what was discussed, progress observed, and agreed actions. Consistency in monitoring demonstrates the organization's genuine investment in the employee's improvement.

Deliver on every support commitment made in the PIP — whether that is additional training, mentoring, workload adjustments, or clearer process documentation. Failure to provide promised support undermines the PIP's legitimacy and exposes the organization to claims of bad faith.

Maintain a contemporaneous log of the employee's performance throughout the PIP, recording specific examples of improvement, continued gaps, feedback given, and the employee's responses. This documentation is critical for making a defensible decision at the end of the PIP, regardless of the outcome.

If the employee's performance deteriorates further or new issues emerge during the PIP, consult HR immediately. Additional concerns may need to be addressed through the PIP amendment or a separate process, depending on their nature and severity.

Keep the PIP confidential between the employee, their manager, and HR. Do not discuss the PIP with colleagues or the broader team. Treat the employee with respect in all interactions, ensuring they are not excluded from team activities, meetings, or opportunities during the PIP period.

Conduct a thorough assessment of the employee's achievement against every objective in the PIP, using the documented evidence from weekly check-ins. Rate each criterion as Met, Partially Met, or Not Met with specific supporting data. Prepare a written summary of findings before the final meeting.

Schedule a meeting with the employee, manager, and HRBP to discuss the PIP outcome. Present the evaluation results factually, including specific evidence for each criterion. Communicate the decision clearly: successful completion, extension, or termination of employment. Allow the employee to respond and ask questions.

Upon successful PIP completion, acknowledge the employee's improvement and transition to a 90-day post-PIP monitoring period with monthly check-ins. Communicate clear expectations that improvement must be sustained. Document the successful completion and update the employee's performance file accordingly.

Where the employee has not met PIP requirements despite genuine support, proceed with the pre-communicated consequence — typically termination of employment or reassignment. Ensure the decision is reviewed by HR and legal counsel, and that the termination process follows all company policies and legal requirements.

After the PIP concludes, hold a debrief between the manager and HRBP to evaluate what worked well, what could be improved, and whether the PIP was initiated at the right time with the right support. Use these insights to refine the PIP process, manager training, and early intervention practices.

Audit PIP data regularly to check whether certain demographic groups are disproportionately placed on PIPs. Inconsistent application can expose the organization to discrimination claims. Maintain a central register of all PIPs to enable this analysis and ensure procedural consistency across managers and departments.

Review PIP procedures against applicable employment legislation (e.g. Employment Rights Act in the UK, Fair Work Act in Australia, or at-will employment provisions in the US). Ensure the process meets minimum procedural fairness standards, notice requirements, and any mandatory employee representation rights.

Store all PIP documents — the plan itself, weekly check-in notes, evidence of support provided, and the outcome decision — in the employee's confidential personnel file. Retain records for the period specified by company policy and employment law (typically 3–7 years after the employment relationship ends).

Ensure managers understand that PIPs address sustained performance shortfalls — not misconduct, which should be handled through a disciplinary process. Conflating the two creates legal and procedural confusion. Provide clear decision trees and examples to help managers route issues to the correct process.

The PIP's credibility depends on employees and managers believing that successful completion is a genuine possibility. If PIPs are perceived as rubber-stamping predetermined terminations, they become demoralising and legally vulnerable. Track PIP success rates and aim for at least 30–40% of PIPs resulting in sustained improvement.