1. Start from evidence, not impressions
Before you write a word of the plan, gather specific examples: missed deadlines with dates, quality issues with what went wrong, or behaviours with when and where they happened. 'Attitude problem' or 'not a team player' are not performance issues a PIP can fix — they're conclusions. Break them down into the underlying, observable behaviour (e.g. 'interrupted three client calls in the last fortnight' rather than 'unprofessional').
If you can't point to at least two or three concrete instances in the last one to three months, it's worth asking whether informal coaching is a better first step than a formal plan.
2. Set objectives that are genuinely measurable
Each objective should answer three questions: what needs to change, how will it be measured, and by when. Weak: 'Improve communication with clients.' Strong: 'Respond to client emails within one working day, tracked via the shared inbox, reviewed weekly for the next six weeks.'
Aim for two to four objectives. More than that and the plan becomes unmanageable for both sides, and a tribunal (if it ever gets that far) will ask why an employee was expected to fix five things at once.
3. Give proportionate support, and write it down
A PIP without support looks like a exit process dressed up as help. Record what the employer is providing: additional training, a mentor, adjusted workload, more frequent check-ins, or written guidance. This matters both because it genuinely helps people improve, and because if the plan is ever challenged, 'we set targets but gave no support' is the single most common criticism.
4. Set the timeframe and checkpoint dates upfront
Most UK PIPs run for four to twelve weeks depending on the role and the nature of the issue — see our guide on how long a PIP should be. Put actual calendar dates on checkpoints when you issue the plan, not 'we'll check in periodically'. Vague timing is the second most common reason PIPs are seen as unfair.
5. Say clearly what happens at each outcome
The plan should state, in plain terms, what happens if objectives are met, partly met, or not met — for example, extension, a further plan, or a move to a formal capability or disciplinary process. Employees are entitled to know what's actually at stake; ambiguity here is unfair on them and increases legal risk for the employer.
6. Hold the meeting properly
Give the employee reasonable notice, confirm they can bring a colleague or trade union representative if the plan forms part of a formal capability process, and let them respond before the plan is finalised. A PIP that's presented as a fait accompli, with no chance to comment on the objectives or timescale, is far more likely to be challenged — and rightly so.
7. Document every checkpoint as you go
At each checkpoint, write a short, factual note: what was reviewed, what evidence was discussed, and what (if anything) changes for the remaining period. Share it with the employee and invite comment. This running record — not a single memory reconstructed at the end — is what actually protects both the organisation and the employee if the outcome is later disputed.
Frequently asked questions
Does a PIP have to be in writing?
There's no single statute demanding a PIP specifically, but ACAS guidance on managing performance expects clear, written objectives and a documented process — largely so both sides know what was agreed and can refer back to it.
Can I put someone straight onto a PIP without any prior warning?
You can, but it's poor practice and increases risk. ACAS guidance expects informal discussion of a performance concern first, unless the issue is serious enough to justify skipping straight to a formal process.
Who should write the objectives — the manager or HR?
The manager, because they own the working relationship and the evidence. HR's role is oversight: checking the objectives are specific, proportionate and consistent with how similar cases have been handled elsewhere in the organisation.
Should the employee sign the plan?
Acknowledgement (that they've seen and understood it, even if they disagree with parts) is good practice and creates a clear record. Signature isn't the same as agreement — the plan should say so explicitly.
This is general guidance on UK workplace practice, not legal advice. If a case is contested, high-risk, or involves discrimination, ill-health or long service, take advice from a solicitor or ACAS before acting.
Next step
GoMediation.ai's PIP module turns this structure into a working plan with dated checkpoints, employee acknowledgement and an audit trail — alongside your existing HR system.
See how GoMediation.ai builds this plan for you