Performance Improvement Plan Template for England and Wales

A Performance Improvement Plan is a structured support tool that managers use to help employees address work-related concerns and reach expected standards. It sets out clear, measurable goals and typically runs for 4-12 weeks, giving staff a fair chance to demonstrate progress while protecting employers under UK employment law.

These plans outline specific areas for improvement, required actions, and regular check-in dates. They're commonly used in British workplaces before considering formal capability procedures, showing that the employer has taken reasonable steps to support their staff - a key consideration if employment disputes later arise at tribunal.

Consider using a Performance Improvement Plan when an employee's work consistently falls below expected standards, but the issues appear fixable with proper support. Common triggers include missed targets, poor quality work, or behavioral concerns that affect team performance but don't warrant immediate disciplinary action.

The plan works best when introduced early, as soon as performance issues become clear. This timing helps protect both parties - giving employees a genuine opportunity to improve while showing tribunals that employers took reasonable steps before considering dismissal. It's particularly valuable when dealing with long-serving staff or where performance dips follow previously good work.

• 30-Day Performance Improvement Plans: Most common format used by UK employers, offering a balanced timeline for meaningful progress while maintaining urgency
• 60-90 Day Extended Plans: Used for complex skill development or when addressing long-term performance issues, especially with senior roles
• Behavioral Focus Plans: Specifically target conduct and interpersonal issues rather than technical performance metrics
• Skills-Based Plans: Concentrate on specific technical or professional competencies, often including training requirements
• Return-to-Work Plans: Combine performance improvement with workplace adjustments following long-term absence or medical conditions

• Line Managers: Draft and oversee Performance Improvement Plans, set measurable targets, and conduct regular review meetings
• HR Professionals: Provide guidance on plan structure, ensure legal compliance, and maintain documentation
• Employees: Actively participate in improvement activities, meet agreed targets, and provide feedback during reviews
• Senior Management: Review and approve plans for direct reports, ensure consistent application across departments
• Union Representatives: May support members during plan creation and reviews, ensuring fair treatment and reasonable targets

• Performance History: Collect specific examples of underperformance, including dates, incidents, and previous feedback given
• Job Requirements: Review current role description, KPIs, and expected standards to set realistic targets
• Support Resources: Identify available training, mentoring, or tools needed to help employee succeed
• Timeline Planning: Map out review dates, milestones, and final evaluation point across the improvement period
• Documentation Setup: Use our platform to generate a legally-sound plan template that includes all required elements under UK employment law

• Performance Concerns: Clear description of specific issues, backed by concrete examples and data
• Improvement Targets: Measurable objectives that align with job role and company standards
• Support Measures: Detailed outline of training, resources, and assistance to be provided
• Review Schedule: Specific dates for progress meetings and final evaluation
• Consequences: Clear statement about potential outcomes if standards aren't met
• Signatures Section: Space for employee, manager, and HR representative acknowledgment
• Data Protection: Statement on how performance information will be stored and processed under UK law

A Performance Improvement Plan differs significantly from a Performance Review Document in both purpose and legal implications. While they're related, they serve distinct functions in managing employee performance.

• Purpose and Timing: PIPs are remedial tools used when performance issues arise, while performance reviews are regular assessments of all employees' work, typically conducted annually or quarterly
• Legal Weight: PIPs carry stronger implications for continued employment and can form part of formal capability procedures, whereas reviews are primarily developmental tools
• Structure: PIPs include specific targets, timelines, and consequences, while reviews focus on broader achievements, goals, and career development
• Documentation Requirements: PIPs need more detailed record-keeping of progress meetings and outcomes as they may be scrutinized in employment tribunals, unlike routine reviews