By Deo Mwano

At DMC, we work with many organizational leaders who consult with us on issues related to employee experience, culture, and workforce climate. Managing employees comes with many challenges, especially around discipline, accountability, and reinforcing critical objectives and expectations. One area that often creates friction is the Performance Improvement Plan (PIP).

PIPs are difficult to execute effectively. In our work, we frequently discuss not only the intent behind a PIP but also whether it clearly articulates the areas of improvement with demonstrative examples. For an employee to truly understand what is expected, the PIP must move beyond conceptual language and provide practical, actionable guidance.

The Purpose and Drivers Behind PIPs

To be candid, many PIPs are influenced by different organizational drivers. Sometimes they serve as an HR protocol leading to eventual termination. Other times, they are genuinely designed to help an employee improve and reestablish their effectiveness within the organization.

When consulting with managers, we often ask: “What do you want the outcome of this PIP to be?” The answer to that question should drive how the PIP is written. A strong PIP includes specific examples of the behaviors and results that leadership wants to see from the employee.

The Challenge With Many PIPs

Unfortunately, many of the PIPs we encounter lack tangible outcomes. They are often filled with HR jargon and vague concepts that leave room for interpretation. A PIP written in this way is essentially ineffective—it shifts the burden onto the employee to ask clarifying questions.

The problem? Most employees receiving a PIP do not feel comfortable asking for clarity. As a result, the PIP fails to support improvement and instead becomes a procedural document that sets the stage for separation.

What Effective PIPs Should Contain

For a PIP to be useful, HR, managers, or learning and development staff must review the draft and ensure that it:

Provides clarity. Each item should be written as a specific, demonstrable behavior or action.
Uses practical language. Replace abstract HR jargon with clear, everyday terms.
Includes supportive resources. Pair expectations with tools, training, coaching, or mentoring that will help the employee succeed.

When we review PIPs, we often ask managers: “What does this statement look like in action?” Their verbal explanation usually captures exactly what should be written into the PIP.

The Timing Problem

We also see cases where a PIP is used only as an HR protocol to justify termination—at which point, it’s too late. By then, the employee has missed earlier opportunities for feedback, coaching, and guidance.

Leaders should provide continuous feedback and support long before a formal PIP is introduced. This gives employees a fair chance to learn, adjust, and demonstrate they can meet the expectations of their role. The responsibility for improvement lies with both the employer (to provide clarity and resources) and the employee (to take ownership of growth and performance).

Practical Tips for Managers

Test the clarity of the PIP. Share the draft with a trusted colleague and ask if the descriptions are clear and actionable.
Keep it concise. Focus on the major performance gaps at the top of the document so employees are not overwhelmed.
Pair with support. Ensure the employee has the resources—training, coaching, or mentoring—needed to succeed.

Final Thoughts

A PIP should be a tool for growth, not just a procedural step. When written with clarity, guidance, and supportive resources, it can help employees improve and contribute meaningfully. When it lacks those elements, it risks damaging culture, lowering morale, and ultimately becoming a missed opportunity for both the employee and the organization.

The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.