A fair, real chance to succeed, and a clear record either way.
The single biggest difference between a PIP that works and one that doesn't. Every expectation should pass one test: could two people look at the results and agree whether it was met?
"Needs to be more responsive to customers."
First response within 8 business hours on at least 90% of assigned tickets, tracked in the weekly help desk report.
"Work quality has to improve."
No more than 2 reconciliation errors per month-end close, confirmed by the controller's review.
"Should take more ownership of projects."
Ship each sprint commitment by its due date, or flag the risk to the manager at least 2 days before.
"Seems disengaged in meetings."
Attend all scheduled team meetings on time with updates prepared, and send written status every Friday.
Rule of thumb: describe what someone does, never who they are. "Disengaged" is a characterization. "Missed 4 of 6 standups" is a fact. Facts can be improved. Characterizations just get argued about.
Most PIPs fail in the follow-through. Four moments decide whether yours is fair and whether it holds up.
In a private meeting, never by email. Walk through each expectation, confirm the support, and give them time to read it. Have HR or a second manager present.
Hold every check-in on schedule. A skipped one says the plan isn't serious and leaves a gap in the record.
If they're on track, say so. If not, name exactly which standards are unmet. No surprises at the final review.
In writing, whatever the outcome. A successful PIP deserves a close-out too. Leaving it open hangs over the employee.
After every check-in, send three or four lines the same day: progress on each item, what's next, and any changes agreed. Note good progress as clearly as gaps. This is what makes the record.
Plus the editable Word template.