Performance Improvement Plan: 30-60-90 Template and Examples

8 min read ยท 2026-11-15

A performance improvement plan (PIP) is a written, time-bound plan that names the gap between what an employee delivers and what the role requires. It sets measurable goals, the support the company will give, dated check-ins and the decision that will be made at the end.

This guide lays the plan out as a roadmap. The employee sees each phase, each date and each milestone, so "improve your performance" becomes a list of things to do this week. The template below runs over 90 days. For a narrower gap, keep the same phases and shorten the time between reviews to get a 30 or 60-day version.

The roadmap at a glance

Goal: Close a documented performance gap within 90 days, with clear goals, support and dated reviews, and reach a fair decision at the end. Duration: 90 days, plus one week of preparation

  1. Prepare the case (1 week before day 1)

    Make sure a PIP is the right tool and that the facts are written down before you talk to the employee.

    • Write each gap with dates, examples and data, such as missed deadlines, error counts or ticket reviews.
    • Rule out causes a PIP will not fix: unclear expectations, workload, missing training, health or personal issues.
    • Agree on the plan length, the goals and the support with HR.
    • Check your company policy and local rules with HR or legal counsel.

    Milestone: Draft PIP reviewed and approved by HR.

  2. Kickoff and alignment (Days 1-14)

    Make sure the employee understands the gap, the goals and how success will be measured.

    • Hold the kickoff meeting in private and walk through the document line by line.
    • Invite the employee's view and adjust the goals if they raise a fair point.
    • Confirm the support: training, coaching, tools, a peer buddy or a lighter workload.
    • Set the weekly check-in slot for the whole plan.
    • Both parties sign the document. Signing confirms receipt, not agreement.

    Milestone: Signed PIP and weekly check-ins booked until day 90.

  3. Early wins (Days 15-30)

    Show measurable progress on the most urgent gap.

    • Focus on one goal first, ideally the one with the biggest impact on the team.
    • Hold weekly check-ins and write a short summary after each one.
    • Deliver the agreed training or coaching in this window, not later.
    • Fix any blocker raised by the employee within the week.

    Milestone: 30-day review, with progress rated on track, partly on track or off track, in writing.

  4. Build consistency (Days 31-60)

    Turn early wins into repeatable results across every goal in the plan.

    • Work on all goals in parallel now.
    • Compare actual results with targets each week, using the same data source as in the plan.
    • Adjust the support if a goal is stuck, and note the change.
    • Share the written summary with HR after each review.

    Milestone: 60-day midpoint review with a written status for each goal.

  5. Sustain and prove (Days 61-84)

    Show that the improvement holds without extra help.

    • Reduce coaching step by step to test whether results stay stable.
    • Keep the weekly check-ins and the written notes.
    • Gather the final evidence: numbers, samples of work and feedback from stakeholders.

    Milestone: Evidence file complete on day 84.

  6. Final review and decision (Days 85-90)

    Close the plan with a clear, documented outcome on the end date.

    • Hold the final meeting and rate each goal as met, partly met or not met.
    • Announce the outcome: success, extension or next steps under your policy.
    • Put the decision and the reasons in writing, signed by both parties.
    • Archive the whole PIP file with HR.

    Milestone: Signed close-out document filed by day 90.

When to use a performance improvement plan, and when not to

A PIP fits when the expectations were clear, the employee had the means to meet them, and the results still fell short over a period of time. It is a structured last effort to help someone succeed in the role. Depending on company policy, it may or may not count as a formal disciplinary step, so check how yours is classified before you call it one.

A PIP is the wrong tool when the real cause sits elsewhere. If the person is new to the role rather than underperforming, a 30-60-90 day onboarding plan is the better fit.

  • Goals were never written down: write them down first and give the person time.
  • The workload doubled: fix the workload.
  • Nobody was trained on the skill: train first.
  • Health, disability or a personal crisis: talk to HR about support or accommodations before anything else.
  • A single serious misconduct incident: this usually follows a separate disciplinary process.

What a performance improvement plan must include

Every solid plan has the same building blocks, whatever the role.

  • The gap: the expected standard and what was actually delivered, with dates and examples.
  • Goals: one measurable outcome per gap, three at most, each specific, measurable, achievable, relevant and time-bound (SMART).
  • Support: training, coaching, tools or resources the company commits to.
  • Timeline: start date, end date and the 30, 60 and 90-day reviews.
  • Check-ins: day, time and who attends.
  • Outcome: what happens if the goals are met, partly met or not met.
  • Signatures: employee, manager and, if your policy asks for it, HR.

Performance improvement plan template

Copy this structure into your document and fill each line. Keep it short enough for the employee to read in one sitting.

  • Employee, role, manager, HR contact: names and job title.
  • Plan dates: start, 30-day review, 60-day review, end.
  • Performance gap 1: standard expected, result observed, dates and evidence.
  • Goal 1: measurable target, deadline, how it is measured and the data source.
  • Support for goal 1: training, coaching and tools, and who owns each.
  • Gaps and goals 2 and 3: same structure, three gaps at most.
  • Check-in schedule: weekly, with the day and time.
  • Review notes: date, status per goal and actions agreed.
  • Possible outcomes: success, extension or next steps under company policy.
  • Signatures: employee, manager and HR, with dates.

How to write a performance improvement plan

Start from evidence, not impressions. "Poor communication" cannot be measured. "Three client updates sent after the agreed deadline in September" can. Then turn each gap into one goal with a number and a date, and name the data source you will both use, so there is no argument at the review about which figures count.

Write in plain, neutral language and describe behavior and results, never personality. Read the draft as if you were the employee: every sentence should tell them what to do, by when, and how they will know they made it. Have HR review the draft before the kickoff meeting.

Performance improvement plan examples by role

Every target below is a placeholder for illustration, not a norm. Replace each one with a figure taken from your own team's baseline and your company's standards.

For a manager who also needs to reset their own team's plan, a 90-day plan for a new manager uses the same phase logic.

  • Sales representative: gap, pipeline below the team standard for two quarters. Goals: book the agreed number of qualified meetings each week from day 15, log every opportunity in the CRM within the deadline your team uses, reach the monthly pipeline target by day 60. Support: weekly call reviews with the sales manager.
  • Software developer: gap, repeated bugs found after release on assigned tickets. Goals: write tests for every new ticket, bring reopened tickets down to an agreed level against last quarter by day 60, deliver sprint commitments for three sprints in a row. Support: pair programming twice a week and a senior reviewer.
  • Customer support agent: gap, response times and quality scores below the team standard. Goals: answer within the team's response target, raise quality review scores to the team average by day 60, close tickets without escalation when the knowledge base covers the case. Support: refresher training and side-by-side sessions.
  • Project manager: gap, two projects delivered late without early warning. Goals: send a status report every Friday, flag any risk to the deadline within an agreed number of working days, deliver the next milestone on the agreed date. Support: a status report template and a mentor from the PMO.

How to run PIP meetings and check-ins

The kickoff meeting sets the tone. Hold it in private, with HR present if your policy requires it. Explain the purpose: the company wants the employee to succeed and the plan shows exactly how. Go through each gap and goal, listen, and leave time for questions. End by confirming the first check-in date.

Each weekly check-in follows the same shape. Write a short summary the same day and send it to the employee. These notes protect both sides and make the final decision easy to explain. Never skip a check-in. If you must move one, reschedule it within the same week.

  • Progress: status per goal, against the agreed data source.
  • Blockers: what stopped progress since the last check-in.
  • Support: what help is needed next.
  • Actions: what gets done before next week.

What happens at the end of a PIP

There are three common outcomes. Whichever applies, put it in writing on the end date.

Employment rules differ by country and by state, and so do company policies on notice, appeals and record keeping. Check with HR or an employment lawyer before you start the plan and before you act on the outcome. Keep the full file: the plan, check-in notes, evidence and signed close-out.

  • Goals met: close the plan in writing and go back to normal reviews, while keeping an eye on the results for the next quarter.
  • Real but incomplete progress: extend the plan for a set period with updated goals and new review dates.
  • Not enough improvement: the next step follows your company policy, which may mean a role change or termination.

Common mistakes to avoid

  • Writing vague goals like "be more proactive" makes the review a matter of opinion, so state a number, a deadline and a data source for each goal.
  • Promising support that never comes undermines the plan, so book the training and coaching sessions before the kickoff meeting.
  • Skipping check-ins when things get busy leaves the employee without feedback, so put all of them in the calendar on day one.
  • Listing more than three goals spreads effort too thin, so keep only the gaps that matter most to the role.
  • Using a PIP as paperwork for a decision already made is unfair to the employee, so only start a plan you believe can succeed.
  • Leaving review results unwritten makes the final decision hard to explain, so send a short summary after every meeting.

Frequently asked questions

How long should a performance improvement plan last?

Plans are commonly set at 30, 60 or 90 days. Use a shorter plan for a narrow gap you can measure quickly, and a longer one when results take time to show, such as sales cycles or project delivery. Your HR policy may set the length for you.

Is a PIP a disciplinary action?

It depends on the company. Some policies treat it as a formal step, others as a development tool. Check your own policy and say clearly in the document what the PIP is.

Can you pass a PIP?

Yes. If the employee meets the goals by the end date, the plan is closed in writing and normal reviews resume. Clear goals and real support give the employee a fair chance to succeed.

How often should PIP check-ins happen?

Weekly check-ins with formal reviews at 30, 60 and 90 days are the rhythm used in this template. Each meeting ends with a short written summary sent to the employee and HR.

Generate this roadmap with AI