Occasionally, when an employee is continually underperforming in the workplace, HR will be called upon to join managers in the unenviable position of presenting that employee with a performance improvement plan (PIP). As an alternative to dismissing someone outright, PIPs are typically formal, written documents given by managers and HR to employees as opportunities for them to directly address their problematic performance and improve. They articulate quantifiable goals for employees and a timeline during which they must successfully achieve those goals.

If employees do not meet their benchmarks within the prescribed period of time, companies can use PIPs as a written justification for ultimately demoting, transferring, or dismissing an employee. Or they can be used by employees as an opportunity to redeem themselves after they are given a clear picture of what they must do to turn their performance around.

Unsurprisingly, PIPs are often perceived by employees as a prelude to their inevitable dismissal. When HR and managers present employees with a PIP, they may respond with denial, anger, or even tears. Navigating these situations is tough, as PIPs put HR professionals in the position of playing the dual roles of disciplinarian and coach. It is up to HR to frame performance discussions with employees as giving them a “second chance” to avoid dismissal by achieving a set of specific goals.

PIPs can also provide an opportunity for clarity and mutual understanding of what employees must do to succeed in their company. In some cases, employees may not even be aware of the degree to which they are failing to meet expectations or know how to address those failures. PIPs help ensure that the employer and the employee are on the same page. According to one Gallup study, organizations that effectively implement PIPs report a 30% increase in employee engagement and a 20% boost in productivity.

But any HR professional who has presented a PIP knows this is easier said than done.

It can help to adopt a series of best practices that can help HR professionals achieve their end goal of employee improvement and give them the tools they need to ultimately thrive in their roles.

1. Ensure the PIP is an appropriate response.

PIPs aren’t necessary for all employees with problematic performance records. When an employee’s work is unacceptable, HR should urge their managers to ask themselves: Have I clearly spelled out my expectations to this employee in a way they understand? Have I given the employee enough feedback to enable them to correct course? Does this employee have the potential to improve and grow? If the answer is “no” to any of these questions, a PIP may not be the best way forward. Perhaps the manager simply needs to improve their communication with their employee. But if these three questions are answered in the affirmative, a PIP may be what’s needed to help an employee improve their performance.

2. Be prepared.

Because a PIP is a formal notice to an employee that their work is unsatisfactory and may meet with disciplinary action, including dismissal, it is vital that HR and managers prepare themselves thoroughly before meeting with the employee.

Unsurprisingly, PIPs are often perceived by employees as a prelude to their inevitable dismissal.

According to HR services provider Tilson, it’s important for managers to be able to articulate why they feel a PIP is necessary and provide documentation to back them up, including:

• Prior performance reviews and evaluations
• Previous disciplinary actions
• Relevant communications (e.g., emails from supervisors or managers)
• Performance metrics
• Documentation showing why an employee’s performance does not satisfy their specific job expectations

Having this documented information at hand will help HR establish the specific goals and objectives an employee should meet during the duration of their performance improvement plan.

A well-documented PIP process can also protect employers if they ultimately decide to terminate an employee by demonstrating that HR clearly communicated performance issues, worked with the employee to address those issues, and ultimately determined that the employee was unable to meet their PIP goals.

3. Articulate clear, objective, and attainable goals and metrics.

Clear Co., an HR platforms provider, states that only 50% of employees “strongly agree” that they know what’s expected of them at work, and the ability to set and meet goals is one of the three main indicators of whether or not an employee will be successful in their role.

One of the main objectives of a PIP is to ensure an employee understands their assigned responsibilities and possesses the skills and resources needed to perform well. Managers and HR should frame PIPs as positive tools rather than punishment by focusing on helping the employee improve their performance and ultimately succeed in their organization.

PIPs should clearly articulate the specific goals an employee is expected to meet during the time of their performance improvement plan. An effective way of doing this is to communicate to employees the intermediate steps necessary to accomplish those goals—and hold employees to them. It is helpful for managers and HR to create milestones along the way that mark the progress of employees as they work toward their goals. Each milestone should have a clear start and end date, and HR should check in with employees frequently to gauge their progress.

The more specific HR is about its expectations, the better the chance that employees will meet them. For example, instead of saying, “Be more efficient,” tell the employee to accomplish a discrete number of tasks within a prescribed time frame. Instead of telling them to “improve their communication with colleagues,” tell them to respond to emails within two hours.

4. Provide resources, support, and a reasonable timeline.

It’s not sufficient to simply give an employee a set of goals and then wish them luck. It may be that the reason the PIP is necessary in the first place is because the employee either doesn’t fully understand their responsibilities or needs additional tools to perform satisfactorily.

By providing additional training or consultation if needed, you will better set the employee up for success. If they need to improve their skills, or learn new ones, give them the opportunity to do so. Specify how to access these resources in the written PIP. Give them positive reinforcement as they learn new skills.

Also, give employees an adequate timeline to achieve the goals you’ve set out for them. Depending on the company and individual circumstances, PIPs typically last 30, 60, or 90 days.

5. Explain the consequences for failing to improve.

It’s important to be transparent and up front about what will happen if an employee on a PIP does not meet their goals satisfactorily. If failing to meet their targets will result in demotion, reassignment, or dismissal, say so up front. The employee deserves this honesty.

At the same time, it’s important not to dwell on failure before it happens. Always frame the PIP as a tool for self-improvement and career progression. Make it clear to the employee that the result of the PIP is in their hands, and that you have given them the tools they need to succeed.

To ensure employee buy-in and to document your presentation of the PIP, ask the employee to acknowledge its receipt by signing it.

6. Schedule regular check-ins.

Giving regular feedback for the duration of a PIP is essential for bolstering employee morale and chances of success. HR should schedule weekly or biweekly meetings with employees on a PIP to gauge their progress toward their goals, celebrate milestones, give constructive feedback, and provide additional resources if needed. HR should also meet with the employee’s direct supervisor to get regular feedback on their progress.

After these meetings, HR should write up summaries of what they discussed with the employee and their manager, document any progress or lack thereof, and update any terms of the PIP, if necessary. This documentation will help bolster any future decisions regarding dismissal or retention.

7. Evaluate progress and determine next steps.

After the PIP deadline has passed, HR should meet with the employee’s direct supervisor for their feedback about the employee’s performance. Work with the supervisor to determine appropriate next steps and then meet with the employee to communicate your decision.

Sometimes next steps aren’t self-evident. If the employee meets some, but not all, of the goals articulated in their PIP, you may want to either extend the PIP to see if the employee continues to improve, or remove the PIP and restore the employee to regular employment, on the condition that they receive regular coaching.

Experiencing a PIP can be an anxious time for any employee. HR and managers should be sensitive to that and show empathy throughout the process, even if it becomes clear that the employee doesn’t have what it takes. Adhering to best practices and proceeding methodically through the steps you’ve articulated to the employee—documenting everything along the way—will help you frame the PIP as an opportunity for growth rather than a means of punishment.

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