[{"data":1,"prerenderedAt":495},["ShallowReactive",2],{"document-how-to-create-a-performance-improvement-plan-D12564":3},{"document":4,"label":23,"preview":11,"thumb":24,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":25,"breadcrumb":29,"related":37,"customDescModule":185,"customdescription":6,"mdFm":186,"mdProseHtml":494},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"Performance Improvement Plan (PIP) Standard Operating Procedure Department: Human Resources Purpose: This procedure is to help setting up a performance improvement plan for employees having difficulties in their work. Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. 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C.Problems since last performance appraisal: 1. 2. 3. 4. D.Key areas that need improvement: 1. 2. 3. 4. E.Teamwork ability: 1. 2. 3. 4. F.What warnings, if any, should be given to employee? 1. 2. 3. 4. G","Employee Appraisal Form","https://templates.business-in-a-box.com/imgs/1000px/employee-appraisal-form-D688.png","https://templates.business-in-a-box.com/imgs/250px/688.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#688.xml",{"title":112,"description":6},"employee appraisal form",[114,115,116],{"label":32,"url":97},{"label":99,"url":100},{"label":117,"url":118},"Customer Surveys","customer-surveys","/template/employee-appraisal-form-D688",{"description":121,"descriptionCustom":6,"label":122,"pages":8,"size":9,"extension":10,"preview":123,"thumb":124,"svgFrame":125,"seoMetadata":126,"parents":128,"keywords":127,"url":133},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. 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Purpose of the 30-60-90 Day Plan 4 1.1 Purpose 4 1.2 Why Do We Need a Plan? 4 2. Corporate Beliefs 5 2.1 Continuous Process Improvement 5 2.2 30-60-90 Day Plan Elements 5 3. Action Plan 6 3.1 30 Day Plan 6 3.2 60 Day Plan 7 3.3 90 Day Plan 8 4. Measuring Plan Performance 9 4.1 Indicators 9 Executive Summary Planning for the next 30, 60 and 90 days is the link between strategic objectives and the implementation of activities to achieve your goals. In simple terms, it means turning the strategic plan into achievable tasks. The purpose of the plan is to establish the operational framework and to identify the main tasks, resource requirements and timelines for the various activities that need to be carried out to achieve the objectives of the organization's strategic plan. [COMPANY NAME] therefore assesses the operational activities to determine whether they will achieve the strategic objectives set. This brings stability to our strategic plan. It also provides flexibility to respond to issues that may emerge from the plan and to address risks that may affect the strategic objectives of the business. Strategic Plan Vision: [WRITE YOUR CONTENT HERE] Mission: [WRITE YOUR CONTENT HERE] Values: [WRITE YOUR CONTENT HERE] Goals: [WRITE YOUR CONTENT HERE] By going through the 30-60-90 day plan, you will be able to see the different activities that will be undertaken by your department as well as the possible impact on your daily work. 1. Purpose of the 30-60-90 Day Plan 1.1 Purpose A 30-60-90 day plan is a highly detailed plan that provides a clear picture of how a team, section or department will contribute to the achievement of the organization's goals within a 90-day timeframe. The 30-60-90 day plan maps out the day-to-day tasks required to achieve specific objectives within this timeframe. The plan covers the what, the who, the when, and how much: What: The strategies and tasks to be achieved/completed Who: The individuals who have responsibility for each task strategy/task When: The timeline for which the strategies/tasks must be completed How much: The financial resources available to complete a strategy/task This 30-60-90 day plan is based on high-level strategic objectives set by the company's management. 1.2 Why Do We Need a Plan? A 30-60-90 day plan enables the successful implementation of action and monitoring plans by involving different teams in different departments. In summary it allows to:","30-60-90-Day Plan","9","https://templates.business-in-a-box.com/imgs/1000px/30-60-90-day-plan-D12758.png","https://templates.business-in-a-box.com/imgs/250px/12758.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12758.xml",{"title":142,"description":6},"30-60-90-day plan",[144,146],{"label":18,"url":145},"business-plan-kit",{"label":147,"url":148},"Management","business-management","30 60 90 day plan","/template/30-60-90-day-plan-D12758",{"description":152,"descriptionCustom":6,"label":153,"pages":154,"size":9,"extension":10,"preview":155,"thumb":156,"svgFrame":157,"seoMetadata":158,"parents":160,"keywords":159,"url":168},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":159,"description":6},"employment agreement_at will employee",[161,162,165],{"label":32,"url":97},{"label":163,"url":164},"Hire an Employee","hire-employee",{"label":166,"url":167},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",{"description":170,"descriptionCustom":6,"label":171,"pages":172,"size":173,"extension":10,"preview":174,"thumb":175,"svgFrame":176,"seoMetadata":177,"parents":178,"keywords":183,"url":184},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. 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Covers goals, timelines, checkpoints, and support resources.","performance improvement plan template",[192,193,194,195,196,197,198],"pip template","performance improvement plan example","performance improvement plan word","employee performance improvement plan","pip form template","performance improvement plan free","how to write a performance improvement plan",{"name":200,"credential":201,"reviewed_date":202},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":204,"legal_review_recommended":185,"signature_required":185},"medium",{"what_it_is":206,"when_you_need_it":207,"whats_inside":208},"A Performance Improvement Plan (PIP) is a formal operational document that defines specific performance gaps for an employee, sets measurable goals to close those gaps, establishes a defined timeline, and records the support and resources the employer will provide. 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A PIP is also appropriate before initiating a termination process where documented corrective action is expected.\n","Employee and role details, a description of the performance issue, specific measurable improvement goals, a timeline with checkpoint dates, available support and resources, consequences of non-compliance, and an acknowledgment signature block.\n",[210,214,218,222,226,230],{"title":211,"use_case":212,"icon_asset_id":213},"HR managers","Standardizing corrective-action documentation across the organization","persona-hr-manager",{"title":215,"use_case":216,"icon_asset_id":217},"Direct-line managers","Documenting underperformance and setting a clear recovery path for a team member","persona-manager",{"title":219,"use_case":220,"icon_asset_id":221},"Small business owners","Creating a formal record before a potential termination to limit legal exposure","persona-small-business-owner",{"title":223,"use_case":224,"icon_asset_id":225},"Operations directors","Ensuring managers across departments follow a consistent PIP process","persona-operations-director",{"title":227,"use_case":228,"icon_asset_id":229},"Startup founders","Addressing a first underperforming hire without an in-house HR function","persona-startup-founder",{"title":231,"use_case":232,"icon_asset_id":233},"Staffing agencies","Issuing corrective plans for placed workers on behalf of client employers","persona-staffing-agency",[235,239,243,247,251,255,259],{"situation":236,"recommended_template":237,"slug":238},"Addressing a sales representative missing quota targets","Sales Performance Improvement Plan","how-to-create-a-performance-improvement-plan-D12564",{"situation":240,"recommended_template":241,"slug":242},"Improving attendance and punctuality issues","Attendance Improvement Plan","continuous-improvement-plan-D13939",{"situation":244,"recommended_template":245,"slug":246},"Coaching a new hire struggling in their first 90 days","30-60-90 Day Plan","30-60-90-day-plan-D12758",{"situation":248,"recommended_template":249,"slug":250},"Documenting an informal verbal warning before escalating to a PIP","Employee Warning Notice","warning-notice-D622",{"situation":252,"recommended_template":253,"slug":254},"Conducting the review meeting that precedes the PIP","Performance Review Form","employee-appraisal-form-D688",{"situation":256,"recommended_template":257,"slug":258},"Closing the PIP with a formal outcome decision","Employee Termination Letter","employee-dismissal-letter-D508",{"situation":260,"recommended_template":261,"slug":254},"Managing team-wide performance expectations proactively","Performance Appraisal Form",[263,266,269,272,275,278,281,284,287,290],{"term":264,"definition":265},"Performance Improvement Plan (PIP)","A formal written document that identifies an employee's performance deficiencies, sets measurable improvement goals, and defines a timeline and support structure for achieving them.",{"term":267,"definition":268},"Performance Gap","The measurable difference between the level of performance expected in a role and the actual level the employee is currently delivering.",{"term":270,"definition":271},"SMART Goals","Goals that are Specific, Measurable, Achievable, Relevant, and Time-bound — the standard framework for writing PIP objectives.",{"term":273,"definition":274},"Checkpoint Meeting","A scheduled progress review between the manager and employee during the PIP period to assess improvement and provide feedback.",{"term":276,"definition":277},"At-Cause Termination","Ending employment for documented reasons such as sustained underperformance or policy violations — a completed PIP provides supporting documentation.",{"term":279,"definition":280},"Corrective Action","A structured employer response to employee performance or conduct issues, ranging from verbal warnings to formal PIPs to termination.",{"term":282,"definition":283},"Acknowledgment Signature","The employee's signature confirming they have received and understood the PIP — it does not mean they agree with the assessment.",{"term":285,"definition":286},"Performance Metrics","Quantifiable indicators used to measure whether an employee's performance meets role expectations, such as output volume, error rate, or sales quota attainment.",{"term":288,"definition":289},"Probationary Period","A defined initial period of employment during which performance is closely monitored — a PIP during probation typically has a shorter timeline.",{"term":291,"definition":292},"Progressive Discipline","A graduated approach to employee conduct or performance issues, escalating from informal coaching to written warning, PIP, and ultimately termination if improvement does not occur.",[294,299,304,309,314,319,324,329],{"name":295,"plain_english":296,"sample_language":297,"common_mistake":298},"Employee and Role Information","Records the employee's full name, job title, department, manager's name, and the date the PIP is issued.","Employee: [EMPLOYEE FULL NAME] | Title: [JOB TITLE] | Department: [DEPARTMENT] | Manager: [MANAGER NAME] | PIP Issue Date: [DATE]","Omitting the exact job title and department. Without these, the document is difficult to link to a specific role's expectations during a dispute or audit.",{"name":300,"plain_english":301,"sample_language":302,"common_mistake":303},"Description of Performance Issues","A factual, specific description of the performance gap — what was expected, what actually occurred, and the dates or incidents that illustrate the pattern.","Expected: [X UNITS / METRIC] per [PERIOD] as defined in the role description dated [DATE]. Actual: [Y UNITS / METRIC] over the period [DATE] to [DATE]. Specific incidents: [DATE] — [INCIDENT DESCRIPTION]; [DATE] — [INCIDENT DESCRIPTION].","Using subjective language like 'bad attitude' or 'not a team player' instead of observable, documented behaviors. Vague descriptions are indefensible if the termination is challenged.",{"name":305,"plain_english":306,"sample_language":307,"common_mistake":308},"Improvement Goals and Success Criteria","Defines two to four SMART goals the employee must achieve by the end of the PIP period, with explicit success thresholds.","Goal 1: Achieve [X METRIC] by [DATE]. Success criterion: [SPECIFIC THRESHOLD]. Goal 2: Complete [TRAINING / TASK] by [DATE]. Success criterion: [MEASURABLE OUTPUT].","Setting goals that are not measurable — for example, 'improve communication' without a specific, observable standard for what success looks like.",{"name":310,"plain_english":311,"sample_language":312,"common_mistake":313},"Timeline and Duration","States the PIP start date, end date, and total duration — typically 30, 60, or 90 days depending on the nature and severity of the performance issue.","PIP Start Date: [DATE] | PIP End Date: [DATE] | Duration: [30 / 60 / 90] days | Review Period: [WEEKLY / BI-WEEKLY] checkpoints.","Setting a timeline that is too short for the improvement to be demonstrated — a 30-day PIP for a complex skill gap signals the plan is designed to fail, not succeed.",{"name":315,"plain_english":316,"sample_language":317,"common_mistake":318},"Support and Resources Provided","Lists the concrete support the employer commits to providing during the PIP — training, coaching sessions, mentoring, tools, or adjusted workload.","The Company will provide: (1) weekly 30-minute coaching sessions with [MANAGER / MENTOR NAME]; (2) enrollment in [TRAINING PROGRAM] by [DATE]; (3) access to [TOOL / RESOURCE].","Leaving the support section blank or listing only generic resources. Courts and employment tribunals view a PIP with no employer support as evidence of a pretextual termination process.",{"name":320,"plain_english":321,"sample_language":322,"common_mistake":323},"Checkpoint Schedule","Sets specific dates for formal progress meetings between the manager and employee to review performance data and adjust the plan if needed.","Checkpoint 1: [DATE] — Review progress against Goal 1 and Goal 2. Checkpoint 2: [DATE] — Mid-point assessment; adjust support if needed. Final Review: [DATE] — Outcome determination.","Scheduling checkpoints but not documenting what was discussed at each one. Undocumented check-ins provide no evidentiary value if the outcome is later disputed.",{"name":325,"plain_english":326,"sample_language":327,"common_mistake":328},"Consequences of Non-Compliance","Clearly states what will happen if the employee does not meet the PIP goals by the end of the defined period — typically further disciplinary action up to and including termination.","Failure to meet the improvement goals outlined in this plan by [END DATE] may result in further disciplinary action, up to and including termination of employment.","Using softened language like 'may lead to a review of your situation.' Ambiguous consequences undermine the document's function as a clear corrective notice.",{"name":330,"plain_english":331,"sample_language":332,"common_mistake":333},"Employee Acknowledgment","A signature block where the employee signs to confirm receipt and understanding of the PIP — not agreement with the assessment — and the manager and HR representative countersign.","By signing below, [EMPLOYEE NAME] acknowledges receipt of this Performance Improvement Plan and understands its contents. This signature does not constitute agreement with the assessment. Employee Signature: ___ Date: ___ | Manager Signature: ___ Date: ___ | HR Signature: ___ Date: ___","Presenting the PIP to the employee without allowing time to read it before signing. Employees who feel rushed are more likely to later claim they were not informed of the contents.",[335,340,345,350,355,360,365,370],{"step":336,"title":337,"description":338,"tip":339},1,"Gather documented evidence of the performance gap","Before opening the template, compile all supporting documentation — performance reviews, output data, missed deadlines, attendance records, or prior coaching notes. The PIP must reference specific, dated incidents.","If you cannot point to at least two documented instances of the performance issue, the PIP may be premature — continue informal coaching and document those conversations first.",{"step":341,"title":342,"description":343,"tip":344},2,"Complete the employee and role information block","Enter the employee's full legal name, exact job title, department, your name as manager, and today's date as the issue date. These fields anchor the document to a specific employment record.","Use the same name and title format that appears on the employee's employment contract or most recent performance review to avoid discrepancies.",{"step":346,"title":347,"description":348,"tip":349},3,"Write the performance issue description using observable facts","Describe the gap between expected and actual performance using measurable data. Reference specific dates, output numbers, and incidents. Avoid opinion, characterizations, or comparisons to other employees.","Read the description aloud and ask: 'Could this sentence be challenged as subjective?' If yes, replace it with a specific, documented fact.",{"step":351,"title":352,"description":353,"tip":354},4,"Set two to four SMART improvement goals","Write each goal as a specific, measurable outcome with a clear success threshold and a deadline within the PIP period. Goals should address the root of the performance issue, not peripheral symptoms.","Align goals directly to the job description or role scorecard — this makes it harder to dispute that the expectations are fair or relevant.",{"step":356,"title":357,"description":358,"tip":359},5,"Define the timeline and checkpoint dates","Choose a PIP duration of 30, 60, or 90 days based on how complex the required improvement is. Set at least two formal checkpoint dates within the period and record them on the form.","Schedule checkpoints in calendar invites at the same time you issue the PIP so they cannot be overlooked or deprioritized.",{"step":361,"title":362,"description":363,"tip":364},6,"List the specific support resources the employer will provide","Enter every concrete commitment you are making — training program names, coaching frequency, tool access, or workload adjustments. Be specific enough that a third party could verify whether each commitment was fulfilled.","Providing meaningful support is not only fair — it is the single most important factor in defending a termination if the PIP outcome is challenged.",{"step":366,"title":367,"description":368,"tip":369},7,"Deliver the plan in a private meeting and allow time for questions","Present the PIP in a private, in-person or video meeting with HR present. Walk through each section, allow the employee to ask questions, and offer them time to review before signing.","Document the delivery meeting date, attendees, and the employee's initial response in a brief follow-up email to yourself for the personnel file.",{"step":371,"title":372,"description":373,"tip":374},8,"Document each checkpoint and the final outcome","After each checkpoint meeting, write a brief summary of what was discussed, the employee's current progress against each goal, and any changes to support. At the end of the PIP period, record the formal outcome — met, partially met, or not met.","File checkpoint notes and the outcome decision in the employee's personnel file alongside the signed PIP. This package is your complete record if the decision is later reviewed.",[376,380,384,388,392,396],{"mistake":377,"why_it_matters":378,"fix":379},"Using subjective language in the performance description","Phrases like 'bad attitude' or 'poor teamwork' cannot be measured or verified, and they expose the employer to claims of bias or pretextual discipline.","Replace every characterization with a specific, dated, observable behavior — for example, 'missed 4 of 6 project deadlines between January and March' instead of 'does not manage time well.'",{"mistake":381,"why_it_matters":382,"fix":383},"Issuing the PIP without prior informal coaching on record","A PIP that arrives without any prior documented feedback appears punitive rather than corrective, and reduces the employee's realistic chance of success.","Document at least two informal coaching conversations in the employee's file before issuing a formal PIP, noting dates, topics discussed, and agreed next steps.",{"mistake":385,"why_it_matters":386,"fix":387},"Setting unmeasurable improvement goals","Goals like 'improve communication' or 'be more proactive' have no clear success threshold, making it impossible to determine objectively whether the PIP was completed.","Rewrite every goal using the SMART framework — include a specific metric, a target number or observable outcome, and a deadline.",{"mistake":389,"why_it_matters":390,"fix":391},"Skipping the employer support section","A PIP that demands improvement without offering any resources appears designed to fail, and employment tribunals in many jurisdictions have voided terminations on this basis.","List at least two concrete support commitments — a training course, coaching sessions with specific frequency, or access to a named resource — and follow through on each one.",{"mistake":393,"why_it_matters":394,"fix":395},"Failing to document checkpoint meetings","Undocumented checkpoints leave no evidence that the employer actively managed the improvement process, weakening the corrective-action record significantly.","Write a brief summary note after every checkpoint meeting and email it to yourself and HR the same day, then file it with the original PIP.",{"mistake":397,"why_it_matters":398,"fix":399},"Presenting the PIP as a surprise with no prior performance conversation","An employee who has never received feedback on the issue being addressed is unlikely to succeed on the PIP, and may successfully argue the process was procedurally unfair.","Ensure the performance issue has been raised in at least one prior formal review or documented coaching session before the PIP is issued.",[401,404,407,410,413,416,419,422,425],{"question":402,"answer":403},"What is a performance improvement plan?","A performance improvement plan (PIP) is a formal written document that identifies specific performance deficiencies for an employee, sets measurable goals for improvement, defines a timeline — typically 30, 60, or 90 days — and records the support the employer will provide. It serves as both a corrective tool for genuine improvement and a documented record that the employer followed a fair process before making a termination decision.\n",{"question":405,"answer":406},"When should a manager issue a performance improvement plan?","Issue a PIP when an employee is consistently missing clear, documented performance expectations and informal coaching has not produced the required change. A PIP is not appropriate as a first response to a single incident — it follows a pattern of underperformance that has been raised with the employee at least once before. It is also used before initiating a termination where documented corrective action is expected by HR or legal counsel.\n",{"question":408,"answer":409},"Does a performance improvement plan always lead to termination?","No — a well-designed PIP is a genuine opportunity for the employee to improve and retain their position. Many employees successfully complete PIPs and go on to meet role expectations. However, if the employee does not meet the defined goals by the end of the PIP period, the documented outcome supports a termination decision that is procedurally defensible. The purpose of the plan determines the outcome.\n",{"question":411,"answer":412},"How long should a performance improvement plan last?","Most PIPs run 30, 60, or 90 days. A 30-day plan suits straightforward, measurable issues — such as missing a clear output target. A 60- or 90-day plan is appropriate for skill gaps that require training or behavior changes that take time to demonstrate. Setting a timeline that is too short for the improvement to realistically occur signals that the plan is not a genuine corrective effort.\n",{"question":414,"answer":415},"Does the employee have to sign the performance improvement plan?","The employee's signature confirms receipt and understanding of the document — it does not mean they agree with the assessment. If an employee refuses to sign, note the refusal in writing, have a witness present, and file the unsigned plan with a note recording the refusal. The document is still valid as part of the personnel record.\n",{"question":417,"answer":418},"What should I do if the employee claims the PIP is unfair?","Listen to the employee's concerns in the delivery meeting and document what they said. If they raise factual errors, investigate and correct them before finalizing the plan. If they dispute the assessment but the documentation supports it, note their objection, provide a copy of the supporting evidence, and proceed. Encourage them to submit a written response to be filed alongside the PIP in their personnel record.\n",{"question":420,"answer":421},"What happens at the end of the performance improvement plan period?","At the final checkpoint, review the employee's performance against each goal's success criteria and make a formal decision: the plan was met (employee returns to standard performance management), partially met (plan extended with revised goals), or not met (further disciplinary action, up to termination). Document the outcome in writing and file it with the original PIP and all checkpoint notes.\n",{"question":423,"answer":424},"Can a PIP be used for remote employees?","Yes — the structure is identical for remote workers. Use output-based metrics (deliverables completed, response times, quality scores) rather than presence-based ones. Schedule checkpoint meetings by video with camera on, and send a written summary of each meeting to the employee's work email immediately afterward to create a timestamped record.\n",{"question":426,"answer":427},"Is a performance improvement plan legally required before termination?","In the US, no federal law mandates a PIP before termination for at-will employees. However, company policy, collective bargaining agreements, or specific state laws may require it. In Canada and the UK, courts and tribunals weigh whether the employer followed a fair process — a documented PIP is strong evidence that they did. Always check your employee handbook and applicable jurisdiction before skipping the process.\n",[429,433,437,441],{"industry":430,"icon_asset_id":431,"specifics":432},"Technology / SaaS","industry-saas","PIPs for engineers focus on code-review scores, ticket close rates, and sprint completion percentages rather than subjective quality assessments.",{"industry":434,"icon_asset_id":435,"specifics":436},"Retail / Hospitality","industry-retail","High employee turnover means PIPs must be completed quickly — 30-day plans are standard, with goals tied to customer satisfaction scores, upsell rates, or attendance records.",{"industry":438,"icon_asset_id":439,"specifics":440},"Financial Services","industry-fintech","Regulated roles require that PIP documentation meets compliance recordkeeping standards, and HR must coordinate with legal before issuing plans to licensed staff.",{"industry":442,"icon_asset_id":443,"specifics":444},"Professional Services","industry-professional-services","Billable utilization rates, client feedback scores, and deadline adherence provide objective metrics that make PIP goals concrete and defensible.",[446,449,452,454],{"vs":249,"vs_template_id":447,"summary":448},"employee-warning-notice-D13","A warning notice is a shorter, less structured document that formally records a single performance or conduct incident. A PIP is a multi-week corrective plan with goals, timelines, and support commitments. A warning notice typically precedes a PIP in a progressive discipline sequence — the notice raises the issue formally; the PIP structures the path to resolution.",{"vs":253,"vs_template_id":450,"summary":451},"performance-review-form-D1204","A performance review is a periodic assessment of an employee's overall contribution across all dimensions of their role. A PIP is a focused corrective document addressing a specific, documented gap. A performance review may identify the gap that triggers a PIP, but the two documents serve different functions and are filed separately.",{"vs":257,"vs_template_id":258,"summary":453},"A termination letter closes the employment relationship and documents the reason for separation. A PIP precedes termination as the corrective step — the termination letter is issued only if the PIP goals are not met. Issuing a termination letter without a prior PIP (where policy or law requires one) creates procedural and legal exposure.",{"vs":245,"vs_template_id":455,"summary":456},"30-60-90-day-plan-D13404","A 30-60-90 day plan is a proactive onboarding and ramp-up tool used when a new hire joins or a role changes — it sets expectations, not corrective goals. A PIP is reactive, addressing an established underperformance pattern. Using a 30-60-90 plan for a struggling new hire in their first 90 days is appropriate; once the probationary period ends and the gap persists, a PIP is the correct instrument.",{"use_template":458,"template_plus_review":462,"custom_drafted":466},{"best_for":459,"cost":460,"time":461},"Managers and HR teams issuing standard PIPs for non-executive employees in straightforward underperformance situations","Free","30–60 minutes to complete per employee",{"best_for":463,"cost":464,"time":465},"PIPs for senior employees, roles with employment contracts, or situations with prior discrimination or harassment complaints on file","$200–$500 for an HR consultant or employment lawyer review","1–2 days",{"best_for":467,"cost":468,"time":469},"Executive-level PIPs, unionized workforces, or complex cross-jurisdictional employment situations","$500–$2,000 for employment counsel","3–7 days",[471,472],"progressive-discipline-explained","how-to-write-smart-performance-goals",[250,254,258,246,474,475,476,477,478,479,480,481],"employment-agreement_at-will-employee-D541","employee-handbook-D712","job-offer-letter-long-D12769","non-disclosure-agreement-nda-D12692","independent-contractor-agreement-D160","employee-satisfaction-survey-D13834","board-meeting-minutes-D13904","strategic-planning-template-D13857",{"emit_how_to":483,"emit_defined_term":483},true,{"primary_folder":97,"secondary_folder":485,"document_type":486,"industry":487,"business_stage":488,"tags":489,"confidence":493},"performance-management","form","general","all-stages",[490,486,491,485,492],"hr","performance-improvement-plan","employee-development",0.95,"\u003Ch2>What is a Performance Improvement Plan?\u003C/h2>\n\u003Cp>A \u003Cstrong>Performance Improvement Plan (PIP)\u003C/strong> is a formal operational document that identifies specific, measurable gaps between an employee's current performance and the expectations of their role, sets time-bound goals to close those gaps, and commits the employer to providing defined support and resources during a structured review period. Unlike an informal coaching conversation or a routine performance review, a PIP creates a written record of the performance issue, the corrective path, and the consequences of non-compliance — making it both a management tool and a legal document. Most PIPs run 30, 60, or 90 days, depending on the complexity of the improvement required.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Addressing underperformance without a written plan exposes the business to two simultaneous risks: the performance issue goes unresolved because expectations were never made explicit, and any resulting termination lacks the documented corrective-action record that courts, tribunals, and HR audits expect to see. A properly completed PIP closes both gaps. It gives the employee a fair, unambiguous opportunity to succeed by converting vague dissatisfaction into specific, measurable goals — and it gives the employer a dated, signed record demonstrating that the performance issue was identified, communicated, and managed through a structured process before any adverse employment decision was made. This template provides the structure managers need to move from frustration to documented action in under an hour.\u003C/p>\n",1779808896584]