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Performance Improvement Plan

Gives Employees a Clear Path to Improve

A Performance Improvement Plan (PIP) should make it clear what needs to improve, how progress will be measured, what support the employee will receive, and when the improvement should happen. Niyuk keeps the performance gaps, measurable goals, support, weekly check-ins, feedback, and final outcome together on the employee record, so managers and employees always work from the same plan.

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What is a Performance Improvement Plan?

A Performance Improvement Plan (PIP) is a structured, written plan used when an employee's performance is consistently below the expectations of their role. It identifies the performance gap, explains what needs to improve, sets measurable goals, defines a timeline, and documents the support available to the employee.

A good PIP is not simply a document about poor performance. It gives the employee a clear understanding of what successful performance looks like and gives the manager a consistent way to track progress.

Before you write one

When a PIP Is the Right Answer

Two cases it fits, and two it does not.

Use one when performance is consistently below expectations

The employee understands the responsibilities of the role, but their work is regularly falling below the agreed standard.

Use one when you can define the performance gap

You should be able to explain exactly what is not meeting expectations and what successful performance should look like.

Do not use one as a substitute for a disciplinary process

Serious misconduct and policy violations may require a separate disciplinary process rather than a performance improvement plan.

Do not use one simply to create a paper trail

The goals should be realistic, the expectations should be clear, and the employee should understand what support is available and what successful improvement looks like.

How it works

Four Steps, and No Surprises

Nothing in the plan should be news to the person on it.

  1. 01

    Have the conversation first

    Explain what is falling short, share relevant examples or performance data, and give the employee an opportunity to explain their perspective.

  2. 02

    Write the plan down

    Document the performance gap, expected standards, measurable goals, support, timeline, check-in dates, and success criteria.

  3. 03

    Check in every week

    Use regular check-ins to review progress, discuss obstacles, provide feedback, recognize improvement, and determine whether additional support is needed.

  4. 04

    Decide, and say why

    The plan may be completed when the required improvement has been achieved, extended when additional time is appropriate, or followed by the next step under the organisation's policy.

Why Niyuk

The Plan, the Check-ins
and the Outcome in One Place

So everyone can see what was expected, what changed, and where the plan ended.

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One record, not four documents

Keep the performance concern, PIP goals, support, check-ins, feedback, and final outcome together on the employee record. Managers don't have to search through separate documents or old meeting notes to understand the history of the plan.

Measurable goals, not vague expectations

Set clear PIP goals with targets, timelines, and success criteria. Whether the goal is improving productivity, meeting deadlines, increasing quality, improving customer satisfaction, or closing a skill gap, managers can define what successful performance looks like.

The check-ins are booked, not remembered

Schedule regular PIP check-ins so progress is reviewed throughout the improvement period. Record feedback, progress, challenges, and agreed next steps against the same plan.

Support stays part of the plan

Document the training, coaching, mentoring, resources, or other support provided to help the employee reach the expected standard.

The decision sits beside the goals

When the PIP ends, the final outcome can be reviewed against the goals and progress recorded throughout the plan. The result is a more consistent and transparent performance improvement process.

Comparison

A Quiet Word vs a Plan on Paper

Which approach makes expectations clearer and gives everyone a consistent record of progress?

A conversation can start the improvement process. A written Performance Improvement Plan gives that conversation structure, measurable goals, regular reviews, and a clear outcome.

Handling weak performance in conversation compared with handling it as a written plan
Area Handled in conversation Handled as a written plan Recommended Why it matters
What has to change Explained in a meeting Written down and agreed The employee knows what to work on
Performance gap Discussed generally Documented with examples The issue is easier to understand
How it is measured May depend on judgement Measured against defined goals Progress can be tracked
Goals Often informal Specific and time-bound Expectations are clearer
Support offered Discussed verbally Documented in the plan Everyone knows what support is available
Check-ins When needed Scheduled throughout the PIP Problems can be addressed earlier
Employee feedback Captured in meeting notes Recorded against the plan Both perspectives remain visible
Progress May be difficult to compare Tracked against each goal Improvement is easier to demonstrate
Final decision Based on overall discussion Reviewed against agreed criteria The outcome has a clear reference point
Change of manager Context may be lost Plan and history remain available The process can continue consistently
Long-term record Notes may be scattered Plan and outcome stay together The performance history is easier to review
Last updated: 11 September 2026

Give the Plan a Real
Chance of Working

Write it down, check in every week, and decide against what you asked for.

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Performance Improvement Plan FAQs

Clear answers for the people creating a PIP and the employees working through one.

Still have questions?

Talk to the team and we will walk you through it.

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A Performance Improvement Plan (PIP) is a structured plan used when an employee's performance is below the expectations of their role. It identifies the performance gap, defines measurable improvement goals, outlines the support available, sets a timeline, and establishes how progress will be reviewed.

PIP stands for Performance Improvement Plan. It is a formal performance management process designed to provide clear expectations and a structured opportunity for improvement.

Not necessarily. A PIP can provide an employee with a defined opportunity to address performance gaps and meet the expected standards of their role. The outcome depends on the employee's progress, the goals established in the plan, company policy, and the circumstances of the case.

A PIP can last 30, 60, or 90 days depending on the type of performance issue and how long meaningful improvement is expected to take. A short-term issue may require a shorter review period, while changes involving productivity, sales performance, skills, or work quality may require more time to demonstrate consistent improvement. The timeline should be long enough to measure meaningful progress rather than being selected simply because a particular number of days is standard.

A PIP should clearly document: the employee and role, the performance gap, relevant examples or evidence, expected performance standards, measurable improvement goals, support and resources, PIP start and end dates, regular check-in dates, success criteria, and possible outcomes. Clear goals, timelines, monitoring, and development support are commonly identified as important components of an effective PIP.

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. For example, instead of writing "Improve customer service," a SMART PIP goal could be "Maintain a customer satisfaction score of at least 90% for the next 60 days." The second goal gives both the employee and manager a measurable definition of success.

Check-ins should happen regularly throughout the PIP rather than only at the end. Weekly or fortnightly meetings can work well for many roles, while some organisations may use a different schedule based on the nature of the performance issue. The important part is to review progress consistently, provide feedback, discuss obstacles, and document the conversation.

Support can include manager coaching, skills training, mentoring, learning resources, process documentation, regular feedback, additional guidance, and appropriate workload or resource adjustments. The support should relate directly to the performance gap and the goals in the plan.

The meaning of a signature varies by organisation and local employment requirements. In many workplaces, signing confirms that the employee received or discussed the plan rather than necessarily agreeing with every point. Organisations should follow their own HR policies and applicable employment laws when handling refusal to sign or disagreements with a PIP.

The manager reviews the employee's performance against the goals and success criteria established at the beginning of the plan. Depending on the outcome and company policy, the PIP may be completed, extended, or followed by another employment action. The final outcome should be supported by the documented progress and the expectations established in the original plan.

Common problems include:

Using vague performance goals

Setting unrealistic targets

Giving an unreasonable timeline

Failing to document the performance gap

Not providing appropriate support

Skipping regular check-ins

Changing expectations without explanation

Focusing only on the final outcome instead of the improvement process

A well-designed PIP should use objective information, realistic goals, regular feedback, and appropriate support.

Start by identifying the specific performance gap. Then define the expected standard, create measurable goals, decide what support is needed, set the PIP timeline, schedule regular check-ins, and explain how the final outcome will be evaluated. The strongest PIPs connect every goal directly to the employee's role and make success measurable.

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