Write a performance improvement plan (PIP)
advancedClaude SonnetHR & PeoplePeople Opspipperformance-managementpeople-opshrdocumentation
Use case
Use this prompt to write a PIP when an employee's performance has fallen below acceptable standards and prior coaching has not produced the necessary improvement. A well-written PIP is both legally defensible and genuinely useful as a development tool — it makes expectations explicit and gives the employee a clear path to success.
The prompt
You are an HR business partner drafting a performance improvement plan with the employee's manager. Context: - Employee name and role:{{employee_name_and_role}}- Manager:{{manager_name}}- Company:{{company_name}}- PIP start date:{{start_date}}- PIP duration:{{duration}}(typically 30, 60, or 90 days) - Performance concerns:{{performance_concerns}}(specific, documented behaviors and outcomes — not personality descriptions) - Prior coaching or feedback given:{{prior_feedback}}(what has been communicated previously — dates and substance if possible) - Performance expectations not being met:{{expectations_not_met}}(what the role requires that isn't happening) - Specific measurable goals for the PIP:{{pip_goals}}(what success looks like — specific and observable) - Support being provided:{{support_offered}}(coaching, training, check-ins, resources) - Consequences of not meeting PIP:{{consequences}}(typically: continued employment contingent on meeting goals) Write a PIP document with these sections: ## Purpose Why this document exists — to provide the employee a structured path to meet performance expectations, with clear criteria for success. ## Performance Concerns Specific, factual description of the performance gaps: - Concrete behaviors or outcomes (not "attitude problems" or "not a team player") - Specific examples with dates where possible - How current performance compares to the expectation ## Prior Coaching and Feedback Documentation of previous conversations and feedback — dates, what was communicated, and the employee's response at the time. ## PIP Goals and Success Criteria For each performance area: the specific, measurable goal that constitutes success during the PIP period. Written so that success or failure is unambiguous. ## Action Plan What the employee will do — specific actions, by when, to address each performance concern. ## Support and Resources What the company will provide — coaching sessions, training, check-in frequency, documentation support. ## Check-In Schedule Specific dates for formal check-ins during the PIP period. ## Consequences Clear statement of what happens at the end of the PIP: if goals are met, continued employment; if goals are not met, employment may be terminated. Written matter-of-factly, not punitively. ## Signatures Space for employee, manager, and HR acknowledgment. Tone: factual, clear, and firm without being adversarial. A PIP is not a punishment — it's a documented process. The language should reflect that while being honest about the stakes. Important note: Include a reminder to have this document reviewed by an employment attorney or HR counsel before delivery in jurisdictions where PIPs have specific legal requirements.
Variables
{{{{employee_name_and_role}}}}Replace with your {{employee name and role}}{{{{manager_name}}}}Replace with your {{manager name}}{{{{company_name}}}}Replace with your {{company name}}{{{{start_date}}}}Replace with your {{start date}}{{{{duration}}}}Replace with your {{duration}}{{{{performance_concerns}}}}Replace with your {{performance concerns}}{{{{prior_feedback}}}}Replace with your {{prior feedback}}{{{{expectations_not_met}}}}Replace with your {{expectations not met}}{{{{pip_goals}}}}Replace with your {{pip goals}}{{{{support_offered}}}}Replace with your {{support offered}}{{{{consequences}}}}Replace with your {{consequences}}
Example
Input
employee_name_and_role: Alex Thompson, Account Executive manager_name: James Wu, VP of Sales company_name: Anchor Analytics start_date: May 1, 2024 duration: 60 days (ending June 30, 2024) performance_concerns: | 1. Quota attainment: 28% attainment in Q1 ($165K vs. $600K annual target pro-rated to $150K Q1 target — actually 110% of Q1 but annual pace is at 28% of plan) Actually: Alex achieved $165K new ARR in Q1 against a $150K ramp target (110%) but Q2 is showing significant shortfall — Q2 MTD through week 6 is $45K against a $300K Q2 target Revise: The concern is Q2 performance — $45K of new ARR through week 6 of Q2 against a $300K quarterly target (15% of target with 6 weeks remaining); pipeline coverage is 0.8x vs. required 3x minimum; only 2 active opportunities in pipeline 2. Pipeline generation: Alex has not added a new prospect to the pipeline in 4 weeks; outbound activity (emails and calls) has dropped significantly from expected levels (6 emails/day → averaging 1.2/day; 15 calls/day → averaging 3.1/day) 3. Salesforce hygiene: Stage accuracy is 68% (below the 95% minimum); 7 open opportunities have had no activity logged in 14+ days prior_feedback: 1:1 on April 2 — James flagged pipeline activity decline; Alex committed to increase outreach volume. 1:1 on April 15 — volume remained below targets; James documented this verbally and via Slack message. April 22 — James and HR met with Alex to formally discuss the trajectory and notify that a PIP would follow if performance didn't improve. April 22–April 30: no meaningful change in pipeline activity or Salesforce hygiene expectations_not_met: Minimum 6 emails/day and 15 calls/day outbound activity; minimum 3x pipeline coverage; Salesforce stage accuracy >95%; minimum $300K new ARR in Q2 pip_goals: By June 30 — (1) Close or have signed contracts for $200K+ new ARR in Q2; (2) Maintain 3x pipeline coverage for remainder of Q2; (3) Average daily outbound: 5+ emails and 12+ calls per day for duration of PIP; (4) Salesforce accuracy: 90%+ by May 15 and maintained through June 30 support_offered: Weekly 1:1 with James (existing); outbound sequence review and coaching May 1–15; Chorus call recording review weekly; access to VP Sales for deal review on all active opportunities consequences: Continued employment contingent on meeting PIP goals; failure to meet PIP goals may result in termination
Output
# Performance Improvement Plan **Anchor Analytics, Inc.** **Employee:** Alex Thompson, Account Executive **Manager:** James Wu, VP of Sales **HR:** Maya Chen, People Operations **PIP Period:** May 1, 2024 – June 30, 2024 (60 days) **Date Issued:** May 1, 2024 *This document has been reviewed with HR and should be reviewed by employment counsel before delivery in your jurisdiction.* --- ## Purpose This Performance Improvement Plan (PIP) is intended to give Alex Thompson a structured opportunity to meet the performance expectations of the Account Executive role at Anchor Analytics. The purpose is not punitive — it is to make performance expectations explicit, provide specific goals and support to achieve them, and establish a clear timeline for assessment. --- ## Performance Concerns The following performance concerns have been identified through direct observation and data analysis: **1. Insufficient Q2 Pipeline Generation and Deal Activity** As of April 30, 2024 (Week 6 of Q2): - Q2 new ARR closed: $45,000 against a $300,000 quarterly target (15% of target with 6 weeks remaining) - Active pipeline: 2 opportunities; pipeline coverage 0.8x against a minimum required 3x coverage - No new prospects have been added to the pipeline since April 1, 2024 (4 weeks) A pipeline coverage ratio of 0.8x with 6 weeks remaining makes it mathematically very difficult to meet the Q2 target without immediate and significant pipeline development. **2. Outbound Activity Below Minimum Standards** Expected outbound activity per the AE performance standards: - Email outreach: 6+ per business day - Calls: 15+ per business day Actual average (April 1–30, 2024, per Outreach analytics): - Email outreach: 1.2 per day (80% below standard) - Calls: 3.1 per day (79% below standard) **3. Salesforce Hygiene Below Minimum Standards** Current Salesforce stage accuracy: 68% (minimum: 95%) Seven opportunities have no activity logged in 14+ days, despite being in active stages. --- ## Prior Coaching and Feedback The following feedback and coaching conversations preceded this PIP: | Date | Type | Content | |---|---|---| | April 2, 2024 | 1:1 (verbal) | James flagged declining pipeline activity; Alex committed to increase outreach volume | | April 15, 2024 | 1:1 (verbal + Slack message) | Activity had not improved; James documented the conversation and sent a written summary via Slack | | April 22, 2024 | Formal meeting with HR | James and Maya met with Alex to formally communicate that performance was not meeting expectations and that continued underperformance would result in a PIP; Alex acknowledged the conversation | | April 22–30, 2024 | Monitoring period | Outbound activity and Salesforce hygiene showed no meaningful improvement during the 8-day period between the April 22 meeting and the PIP start date | --- ## PIP Goals and Success Criteria The following specific, measurable goals must be met by June 30, 2024: | Goal | Success Criteria | Measurement Method | |---|---|---| | New ARR | $200,000+ closed in Q2 2024 | CRM closed-won records | | Pipeline coverage | Maintain 3x pipeline coverage ratio for all weeks of the PIP | Salesforce pipeline report, reviewed weekly | | Daily outbound (emails) | Average 5+ emails per business day for the PIP period | Outreach analytics, reviewed weekly | | Daily outbound (calls) | Average 12+ calls per business day for the PIP period | Outreach analytics, reviewed weekly | | Salesforce accuracy | 90%+ stage accuracy by May 15; maintained through June 30 | Weekly CRM audit by James | --- ## Action Plan Alex will take the following specific actions during the PIP period: **Week 1 (May 1–7):** - Complete Salesforce cleanup: update stage, next step, and close date for all open opportunities by May 3 - Build a 30-day prospecting target account list (minimum 60 accounts); share with James by May 7 - Review outbound sequences with James; select 2 sequences to run for the PIP period **Weeks 1–8 (ongoing):** - Execute minimum outbound targets daily (5+ emails, 12+ calls); log in Outreach - Update Salesforce immediately after every call or meeting (same-day logging) - Add minimum 2 new qualified prospects to pipeline per week - Bring all active opportunities to James's weekly deal review --- ## Support and Resources Anchor Analytics will provide the following support during the PIP period: - **Weekly 1:1 with James Wu:** Every Monday at 10:00 AM; agenda will include outbound data review, pipeline review, and deal coaching - **Outbound sequence coaching:** James will review and co-author outbound sequences during weeks 1 and 2 - **Call recording review:** Weekly review of 2 Chorus call recordings per week; James will provide written feedback - **Deal review access:** Alex may bring any active opportunity to James for live coaching on the deal strategy at any time --- ## Check-In Schedule | Date | Type | Participants | |---|---|---| | May 8, 2024 | Week 1 check-in | Alex, James, Maya | | May 15, 2024 | Midpoint review (30 days) | Alex, James, Maya | | May 22, 2024 | Week 3 check-in | Alex, James | | June 5, 2024 | Week 5 check-in | Alex, James, Maya | | June 30, 2024 | PIP conclusion review | Alex, James, Maya | Check-ins will document progress against each goal and any changes to the action plan. --- ## Consequences At the conclusion of the PIP on June 30, 2024, Anchor Analytics will assess performance against the goals outlined above: - If goals are met: the PIP will be closed and Alex will continue in the Account Executive role. Performance will be monitored through the remainder of the year. - If goals are not met, or if performance deteriorates significantly during the PIP period: employment may be terminated. --- ## Acknowledgment By signing below, each party acknowledges that they have read and understand this document. Employee signature does not necessarily indicate agreement with the performance concerns — it indicates that the document has been reviewed. **Employee:** ___________________________ Date: ___________ **Manager:** ___________________________ Date: ___________ **HR Representative:** ___________________________ Date: ___________
Tips for best results
- 1PIPs fail most often because the goals are too vague to evaluate. '$200K new ARR' is evaluable. 'Improved pipeline management' is not. Every goal must pass the 'could a reasonable person agree on whether this was met?' test.
- 2Performance concerns must be behavioral and factual, not character assessments. 'Alex's outbound call volume averaged 3.1 per day against a 15-call standard' is documentable. 'Alex lacks motivation' is not.
- 3Document prior coaching before writing the PIP. A PIP without documented prior feedback is legally weaker and ethically problematic — the employee should not be surprised by the performance concerns.
- 4Include genuine support in the PIP — not as a formality, but because it serves two purposes: it gives the employee a real shot at succeeding, and it demonstrates good faith. A PIP with no support offered is more legally vulnerable.
- 5Have employment counsel review the PIP before delivery, especially in California, New York, or other states with strong employment protections. The language in a PIP can become evidence in a wrongful termination claim — get it right.
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