1.1 This policy provides a structured, documented framework for addressing sustained employee underperformance through a formal Performance Improvement Plan (PIP). The PIP process is designed to give underperforming employees a clear understanding of the performance gaps, specific and measurable improvement goals, the support and resources the Organization will provide, a defined timeline for demonstrating improvement, and the consequences if the required improvement is not achieved. The Organization is committed to supporting employees in reaching their full potential and views the PIP as a developmental tool rather than solely a precursor to termination. However, the PIP also serves as a formal documentation mechanism that demonstrates the Organization has provided fair notice and reasonable support before taking further employment action.

1.2 A PIP may be initiated when an employee's performance consistently falls below the standards, expectations, and competency requirements of their role, and when prior informal performance management interventions have not resulted in sustained improvement. Prior interventions that should typically precede a PIP include verbal feedback and coaching conversations documented by the manager, formal feedback during the mid-year check-in or performance review, identification of specific improvement areas with agreed actions, and a reasonable period for the employee to demonstrate improvement following informal feedback. The PIP should not be the first indication an employee receives that their performance is unsatisfactory. However, in cases of serious performance failures that have a significant impact on business operations, client relationships, or team effectiveness, the manager may proceed to a PIP without an extended period of informal intervention, with HR Business Partner approval.

1.3 This policy applies to all permanent full-time and part-time employees of the Organization. The PIP process shall be managed collaboratively by the employee's direct manager and the HR Business Partner, with oversight from the department head. No PIP shall be initiated, modified, or concluded without the involvement and approval of the HR department. This requirement ensures that PIPs are applied consistently across the Organization, that the process is fair and compliant with employment legislation, that documentation standards are met, and that the employee's rights are protected throughout the process. Employees on probation are assessed under the Probation Period Policy rather than this PIP policy.

2.1 The PIP document shall be prepared jointly by the employee's manager and the HR Business Partner using the Organization's standardised PIP template. The document shall clearly specify the performance areas where the employee is not meeting expectations, with specific examples and evidence of the performance gaps; measurable improvement goals using SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound); the support, resources, and assistance the Organization will provide to help the employee succeed, including training, coaching, mentoring, workload adjustments, or tools; the duration of the PIP, which shall typically be 60 to 90 days depending on the nature and complexity of the performance issues; the frequency of progress review meetings, which shall be at least fortnightly and preferably weekly; and the potential outcomes at the conclusion of the PIP, including successful completion, extension, demotion, or termination.

2.2 Each improvement goal in the PIP shall be directly related to the identified performance gaps and shall be defined with sufficient specificity that both the employee and the manager can objectively assess whether the goal has been achieved. Goals shall include a clear description of the expected behavior, output, or result, quantitative or qualitative success criteria, the measurement method and data source that will be used to evaluate achievement, interim milestones for longer-duration goals, and the deadline for achieving each goal. The number of improvement goals shall typically be limited to 3 to 5 to ensure the employee can focus their efforts effectively. Goals should address the root causes of underperformance rather than only the symptoms, and should be achievable within the PIP timeframe given the support provided. The HR Business Partner shall review all goals for reasonableness and measurability before the PIP is issued.

2.3 The Organization recognises its responsibility to actively support the employee's improvement efforts during the PIP period. Support measures shall be specified in the PIP document and may include additional training or skill development programs directly related to the performance gaps, regular coaching sessions with the manager or an assigned coach, mentoring from a more experienced colleague, temporary adjustments to workload, task assignments, or priorities to allow the employee to focus on the improvement areas, access to tools, systems, or resources that may support improved performance, clear and accessible communication channels for the employee to seek guidance or raise concerns, and confidential access to the Employee Assistance Program for any personal or well-being support needed. The adequacy of the support provided shall be documented and reviewed at each progress meeting. If the employee identifies additional support needs during the PIP, these shall be considered and addressed where reasonable.

3.1 The PIP shall be communicated to the employee in a private face-to-face meeting attended by the employee's direct manager and the HR Business Partner. During this meeting, the manager shall explain the specific performance concerns and the evidence supporting them, walk through each element of the PIP document including the goals, success criteria, support measures, timeline, and potential outcomes, invite the employee to ask questions, seek clarification, and provide any context or input they wish to be considered, and confirm the schedule for progress review meetings. The employee shall be given a copy of the PIP document and shall be asked to sign an acknowledgement that they have received and understood the plan. The employee's signature acknowledges receipt and understanding only and does not constitute agreement with the assessment. If the employee declines to sign, this shall be noted on the document and witnessed by the HR Business Partner.

3.2 Progress review meetings shall be held at least every two weeks, and preferably weekly, throughout the PIP period. Meetings shall be attended by the employee and their direct manager, with the HR Business Partner attending at least the mid-point and final review meetings. Each progress review shall assess the employee's performance against each PIP goal using the defined success criteria, document specific examples of progress, improvement, or continued shortfalls, identify any challenges, barriers, or circumstances affecting the employee's ability to improve, review the adequacy of the support being provided and make adjustments if needed, and agree on any actions or focus areas for the next review period. Progress review meetings shall be documented using the Organization's standardised progress review template, and both the employee and the manager shall sign the record. Copies shall be provided to the employee and filed with the HR department.

3.3 If the employee demonstrates significant and sustained improvement that meets all PIP goals before the end of the designated PIP period, the manager and HR Business Partner may agree to conclude the PIP early with a successful outcome. Early conclusion requires that all improvement goals have been met as measured by the defined success criteria, improvement has been sustained over a reasonable period rather than being a temporary spike, and both the manager and the HR Business Partner are satisfied that the improvement is genuine and likely to be maintained. Conversely, if at the mid-point review the employee has made no discernible progress despite adequate support, the manager and HR Business Partner shall consider whether the PIP should continue as planned, whether additional or different support measures are needed, or whether an early conclusion with an unsuccessful outcome is appropriate. Any decision to modify or conclude the PIP early shall be documented and communicated to the employee in writing.

4.1 At the conclusion of the PIP period, the manager and HR Business Partner shall conduct a final review meeting to assess the employee's overall performance against the PIP goals and determine one of the following outcomes: Successful completion — the employee has met all or substantially all of the PIP goals and has demonstrated sustained improvement to the required standard. The PIP is closed, and the employee returns to the normal performance management process with a follow-up review scheduled at 90 days to confirm sustained performance. Extension — the employee has demonstrated meaningful progress but has not yet fully achieved all goals. The PIP may be extended for up to an additional 30 days with revised or adjusted goals. An extension shall be granted only once. Unsuccessful completion — the employee has failed to meet the PIP goals despite receiving adequate support and a reasonable timeline for improvement. The Organization shall proceed with further employment action, which may include demotion to a more suitable role, transfer to a different position if available and appropriate, or termination of employment in accordance with the Organization's termination procedures.

4.2 An employee who successfully completes the PIP shall enter a 90-day post-PIP monitoring period during which the manager shall continue to track performance against the standards established in the PIP. During this period, the manager shall conduct monthly check-in meetings to review performance and provide ongoing feedback, document any concerns promptly if performance begins to decline, and confirm at the end of the 90-day period whether performance has been sustained. If performance is sustained, the PIP matter shall be formally closed and shall not be referenced in future performance evaluations unless a new performance concern arises. If performance declines during the monitoring period to a level that would have triggered a PIP, the Organization may reinstate the PIP or proceed directly to further employment action without repeating the full PIP process, given that the employee has already received the benefit of a PIP and its associated support.

5.1 Employees on a PIP shall be informed of their rights, which include the right to be accompanied by a work colleague or recognised employee representative at any PIP-related meeting, the right to access all PIP documentation including the plan, progress reviews, and any evidence relied upon, the right to provide their perspective, raise concerns, and present additional context at any stage of the process, the right to appeal the final PIP outcome through the Organization's grievance procedure if they believe the process was unfair, the evidence was inaccurate, or the outcome was disproportionate, and the right to access the Employee Assistance Program for confidential emotional and practical support. The Organization shall not disclose that an employee is on a PIP to any person who does not have a legitimate business need to know. PIP documentation shall be stored confidentially in the employee's personnel file with access restricted to the employee, their manager, the next-level manager, and authorised HR personnel.

5.2 This policy shall be reviewed at least annually by the HR department in consultation with legal counsel, department heads, and the executive leadership team. The review shall consider the number of PIPs initiated, their duration, and their outcomes during the review period, feedback from managers and employees on the PIP process, any grievances or appeals related to PIPs and their outcomes, changes to applicable employment and anti-discrimination legislation, best practices in performance management and employee support, and the correlation between PIP outcomes and subsequent employee performance and retention. Proposed amendments shall be approved by the HR Director and Chief Executive Officer. Material changes to PIP procedures, durations, or outcome criteria shall be communicated to all managers through updated training and guidance materials at least 30 days before taking effect.