When someone’s performance is not where it needs to be, knowing what to do next can feel tricky. This performance improvement plan (PIP) template is here to help managers in SMEs handle performance concerns clearly, fairly and consistently. If the issue with your employee is about behaviour, rule-breaking or misconduct, you should follow your disciplinary procedure instead.
A PIP should not be treated as a standalone document. It requires ongoing support, resources, and regular feedback to ensure the employee has the best chance of success. So, make sure you come back to this document throughout the performance improvement process.
Remember to remove and replace the text coloured in blue throughout with the appropriate information.
A performance improvement plan, or PIP, is a written document used to address concerns about someone’s performance in a clear, structured way and identify ways to help the employee improve. It should explain which parts of the employee’s performance are falling short of the required standard, what improvement is needed, what support will be provided, when progress will be reviewed, and what could happen if the required improvement is not made.
A PIP is different from a performance development plan or career development plan. Development plans are usually forward-looking and focused on growth, helping someone build skills, prepare for future responsibilities, or work towards career goals. A PIP is different because it is used when someone is not currently meeting the required standard in their role and improvement is needed within a clear timeframe.
For example, a PIP might be appropriate if an employee is regularly missing agreed deadlines, or if the quality of their work has dropped below the standard expected for their role despite feedback and support. It is generally not the right tool for one-off mistakes or minor informal issues.
While a performance improvement plan is not a legal requirement on its own, it's best practice and it should sit alongside your own policy and a fair capability process.
Before putting a formal performance plan in place, make sure you have:
identified the performance concern using specific examples
explained the concern clearly to the employee
checked whether training, support, resources or workload issues may be affecting performance
considered whether health, disability or other circumstances mean reasonable adjustments may be needed
reviewed your own policy and involved HR if your process requires it
Employee and plan details
| Employee name: | |
| Job title: | |
| Department: | |
| Line manager: | |
| Plan start date: | |
| Plan end date: | |
| Expected end date: | |
| Review frequency: | |
| Next review date: |
In the box below, briefly explain what the performance issue or concern is, when it has shown up, and why it matters. Include examples of where the required standard has not been met and describe the impact their performance is having on the team, customers or business.
In the box below, outline the company expectations for the employee in this role and how the employee's current performance compares.
Use the table below to record performance goals for the employee. Make sure the objectives are clear and measurable wherever you can. Add more rows to the table if needed.
| Area to improve | What needs to change | What good looks like | How progress is measured | Deadline |
In the box below, list the support you will put in place to help the employee improve. This might include things like:
coaching or more regular check-ins
refresher training
clearer priorities or workload adjustments
extra tools, systems access or guidance
mentoring or buddy support
reasonable adjustments
Agreed support:
| Are there any health, wellbeing, disability, training or personal factors that may be affecting performance? | |
| Have any reasonable adjustments been discussed or agreed? If yes, what are they? | |
| Have you requested and been given any additional advice from HR, a legal team or a medical professional? If so, summarise the advise and the action being taken as a result. |
Use the box below to note anything else important that should be taken into account.
We’ve discussed this plan together and will review it regularly to make sure it remains appropriate and supportive.
Employee name: [Insert name]
Employee signature: [Add signature]
Manager name: [Insert name]
Manager signature: [Add signature]
Date: [Insert date]
Regular performance reviews matter. Keep check-in meetings short and focused. Ask questions like:
What's improved since we last spoke?
Which objectives feel on track?
Where are things still off track?
What's getting in the way?
Is the support we agreed actually helping?
Do we need to adjust any priorities, timescales or support?
Are any further adjustments needed?
What actions are needed before our next review?
Use the table below to track progress. Record the details and any actions after every check-in meeting. Add more rows if needed.
| Review date | Progress since last meeting | Support needed | Actions agreed | Owner |
Complete this part halfway through the agreed planned timeline for the performance improvement process.
Put a 'X' in the box next to the statement that best describes the employee's progress so far.
| On track | |
| Partially on track | |
| Off track |
In the table below, describe what has improved, what still needs to improve, and any changes required to support and objectives.
| What has improved? | |
| What still needs to improve? | |
| Any changes required to support and objectives? |
At the end of the plan, record the outcome clearly.
Final review date: [Insert date]
Outcome:
Put a 'X' in the box next to the statement that best describes the outcome of the performance improvement process.
| Successful improvement. The required improvement has been achieved. | |
| Some improvement has been made, but more time and support is needed. | |
| Required improvement has not been achieved. There is an ongoing performance issue. |
Write a summary of the outcome in the box below.
Next steps:
Put a 'X' in the box next to the statement that best describes the next steps. Or if none apply, use the other box to outline the next steps.
| End of performance improvement process. Return to normal performance management. | |
| Extend the plan with revised actions. | |
| Move to the next formal stage under company procedure. | |
| Other: |
If the next step is dismissal, Breathe's 'Ending employment the right way' module is freely available on the Breathe Growth Academy, with more practical resources to help you manage the process fairly.
This template is for general guidance and should be adapted to fit your business, your policy and the employee's circumstances. For complex situations, or where dismissal could be a possible outcome, it's best to speak to HR or a qualified employment law adviser.
If you want a simpler way to manage and measure performance, keep review notes organised, and store documentation securely, Breathe’s performance management tools can help keep everything in one place.
And if you’d like more free, practical support with performance management and capability issues, the Breathe Growth Academy has more guides, templates and resources for line managers.
What's the difference between a performance development plan and a performance improvement plan?
An employee development plan is usually focused on growth. It helps someone build skills, prepare for future responsibilities and work towards longer-term career goals. A performance improvement plan is different because it is used when someone is not currently meeting the required standard in their role and improvement is needed within a clear timeframe. Using a PIP as soon as a performance issue is identified can help create a culture where feedback and improvement are part of normal performance management, rather than something employees only associate with failure.
Is a PIP the same as a disciplinary process?
Not usually. A PIP is generally used for capability or performance concerns, while a disciplinary process is used for misconduct or behaviour issues. If an employee fails to meet the objectives outlined in a performance improvement plan (PIP), potential consequences may include further disciplinary action, reassignment, or termination, depending on company policy.
How can a PIP create clarity for managers and employees?
A PIP creates clarity by putting the concern, the expected standard, the support available, the review points and the possible next steps in one place. That helps managers stay consistent and helps employees understand what needs to improve, how progress will be measured and what success looks like. At the end of a performance improvement plan, the employee's progress is reviewed against the goals, timelines, and success measures set out in the plan, leading to various possible outcomes based on the level of improvement achieved.
How should a PIP reflect company expectations?
Defining what success looks like in a PIP involves explicit descriptions of acceptable everyday performance based on official job descriptions and departmental standards. That helps everyone understand the standard expected, what good looks like in practice, and how progress will be measured fairly.
What helps an employee succeed on a PIP?
Employees are most likely to succeed when a PIP is clear and achievable. To create an effective performance improvement plan, it is essential to define clear, measurable objectives using the SMART framework (Specific, Measurable, Attainable, Relevant, Time-based) to ensure that employees understand what success looks like and how progress will be tracked. A fair PIP requires mutual accountability, detailing how the organisation will support the employee's growth through training and resources.
Can I agree a phased return to work for an employee after maternity leave?
Yes, if that is something your business is open to. If you do, be clear about what has been agreed, how long it will last, and how pay and working arrangements will be handled.