Understanding your PIP

What is a Performance Improvement Plan?

A Performance Improvement Plan (PIP) is a formal document and structured process issued by an employer that outlines specific performance concerns, targets to meet, and a timeframe in which to meet them. PIPs are typically used when an employer believes an employee has the potential to improve but is not currently meeting expectations in areas such as productivity, quality of work, attendance, or workplace conduct. It can be a genuine development tool or, in some cases, a precursor to dismissal.

How to pass a PIP? How can I successfully complete a Performance Improvement Plan (PIP)?

Successfully completing a PIP usually depends on understanding, engaging with, and working through the process. Make sure you fully understand what is expected of you and what is set out in the plan. If anything is unclear, ask your manager to clarify any wording used, the targets you are measured against, what meeting each target looks like in practice, how long the PIP runs for, and what is expected during each review period. Use the support options available to you. Keep the shared tracker updated and record your progress, updates, feedback, and any support you may need. Review meetings are an opportunity to raise blockers early rather than waiting until the end of the process. Documenting your work and maintaining clear communication can help ensure your progress is visible and fairly assessed. Outcomes can still vary depending on company policy and the specific circumstances of the process.

How long does a PIP last? What is the typical duration of a Performance Improvement Plan (PIP)?

A Performance Improvement Plan (PIP) can last for different lengths of time depending on company policy, role, and the nature of the performance concerns. The timeframe is normally communicated to you and set out in the PIP document itself. Always check your company handbook → Performance Improvement Policy. If the timeline feels unreasonably short given your role and the nature of the concerns, consider seeking independent advice.

Why have I been put on a PIP?

There could be a number of reasons. Your manager should be transparent about this and specify the reasons. If this wasn't shared with you, ask for clear, documented examples of where your performance did not meet expectations. If language is vague, ask for specific examples and incidents with dates and context.

Is my PIP legitimate?

This is a broad question and every situation is different. As a starting point, a well-structured PIP typically includes clear, measurable targets, defined support from the employer, and a realistic timeline. Check out SMART goal guidelines. If targets are vague, constantly shifting, or impossible to achieve, or if support or tools to help you succeed are absent, these are red flags worth paying attention to. For a more detailed breakdown of what a legitimate PIP looks like versus one that raises concerns, visit our PIP Hub - red and green flags, the process covered holistically.

Can a PIP be used to push someone out?

It can happen. While a PIP is intended as a genuine tool for improvement, it can in some cases be used as a managed exit, where the process is used to create a paper trail that justifies dismissal rather than to genuinely support the employee. Recognising the signs early matters. Our PIP Hub covers this in more detail.

The Targets & Metrics

What outcomes will show successful completion?

Targets in a well-structured PIP normally include objective metrics or observable behaviours. Without measurable criteria, success becomes subjective and harder to demonstrate or dispute. Ask your manager to define what meeting each target looks like in practice. Get it confirmed in writing.

What does "meeting expectations" look like?

Ask for concrete examples of the expected standard, ideally referencing company benchmarks, your job description, or examples of acceptable work. If your manager cannot provide this, put the request in writing.

Are my targets SMART?

Every target should be Specific, Measurable, Achievable, Relevant, and Time-bound. If a target fails any of these tests, raise it in writing before the process begins. This isn't about being perceived as difficult, this is about fully understanding what success looks like. You want to pass your PIP so clarity on your targets is crucial. Our template page includes an email example that might help you do this.

Can targets be changed during the PIP?

They can but ideally they shouldn't. Clear, consistent expectations play a crucial role in the success of the PIP. If targets do change, this should be communicated openly and agreed with you before taking effect. Changes made without explanation or notice are worth documenting.

Is there flexibility if circumstances change?

This depends on the individual case. Work priorities, workloads, or team structures can change during a PIP period. It is reasonable to ask whether targets can be revised if external factors genuinely affect execution and outcome. Put any such request in writing and keep a record of the response.

Support and Resources

What support is my manager/ employer required to provide?

This really depends on contract, company policy and local laws as employment laws and protections vary by country. Within the EU, many well-structured PIPs include employer support, such as coaching, training, clear documentation, and access to tools or resources. Support should ideally be named and scheduled in the PIP document itself rather than offered informally.

What if the support promised in my PIP was never given?

Don’t wait until the end of the PIP cycle to raise it. Document it. Note what was committed to, when it was due, and what actually happened. Use a weekly tracker. Raise it in writing with your manager as soon as possible. If committed support is not given, it becomes relevant if the PIP outcome is later disputed.

Can I request additional support during the PIP?

Yes, and it is worth doing. If you identify something that would genuinely help you meet the targets, for example a specific training session, more frequent check-ins, specific coaching themes or clearer guidance, put the request in writing and discuss it in your 1:1s with your manager. This shows good faith and creates a record if the request is ignored or declined.

The Process

How will my performance improvement progress be measured and documented?

Clarify with your manager how performance will be tracked, who records it, and request access to the tracker. Progress should be documented by both sides, not just your manager. If you do not get automatic access to the shared tracker, request it in writing. Make sure you update the tracker ahead of your 1:1s with your manager so you can both discuss progress, achievements as well as challenges.

How often will my manager and I meet to review performance improvement progress?

This can vary by company or team. Regular check-ins are recommended, typically on a weekly or bi-weekly basis. Confirm the schedule with your manager at the start of the process and make sure you both have it in the calendar. If check-ins are repeatedly changed, cancelled, become irregular, or your manager invites others without checking with you first, document it. Don't rely on verbal agreements, make sure you have it in writing.

My manager and I have a weekly check-in cadence but in the meetings they keep changing the agenda and don't discuss PIP progress with me.

This is not ideal, focus on what you can control. At the start of each meeting, share a brief written agenda covering your progress against each target, any blockers, and any support you need. This naturally refocuses the meeting without directly challenging your manager, keeps things professional, and ensures the right topics are covered. After each meeting, send a written summary of what was discussed and what was not. If progress was not reviewed, note it factually and without blame. For example: “I wanted to follow up on our meeting today. We didn’t get to cover progress against my PIP targets and I wanted to make sure this is captured. I’m on track with targets X and Y and would welcome the opportunity to discuss at our next check-in.”
If this pattern continues and your progress is consistently not being reviewed, you might need to raise it with the next person in the PIP process. This could be HR or someone else. Always check your company policy and PIP reporting line. Approaching it this way shows initiative, engagement, and good faith, all of which matter if the process is ever reviewed.

My manager keeps adding tasks and work in addition to the PIP, which makes it really hard to focus, execute and deliver. I don't feel I can speak up as I worry it will be used against me or that I'll be seen as uncollaborative or not a team player.

This is a tough situation and one many employees have experienced. If it feels like a catch-22, it can be. Here is what you can do. Start by documenting everything. Keep a clear record of the additional tasks being assigned, when they were given, and the time required to complete them. Note how this affects your capacity to work on your PIP targets. You do not need to challenge your manager directly. Instead, at your next check-in, raise capacity as a practical concern. Email example: “I want to make sure I'm giving the PIP targets the focus they need, so I can pass. Could we look at priorities together and decide which tasks need most urgent attention?”. This is collaborative, professional, and puts the conversation on record. If the situation continues and is genuinely affecting your ability to meet your PIP targets, note it in your written meeting summaries factually and without blame. This creates a record that the workload issue was raised. If raising it with your manager feels too risky, you might need to raise it with the next person in the PIP process. Always check your company policy and PIP reporting line.

Who is responsible for evaluating my PIP progress?

Confirm whether evaluation sits with your direct manager, HR, or someone else, and whether input from others will be included. Knowing this upfront helps you understand whose assessment carries weight at the final review. Check your company’s Performance Improvement Plan policy.

What if no written summary is shared after a PIP review meeting?

You can create one yourself. Send your own written summary of what was discussed to your manager after every meeting. This creates an accurate record while things are fresh and protects you if the account of events differs later. Our template page includes an email example for this.

Can I add my own comments to the PIP document?

Yes, you should have access and be given the opportunity to review and share your input. This ensures your perspective is on the official record. If you are asked to sign a document you disagree with, note your position in writing before signing and consider consulting a legal professional for advice specific to your situation.

How do I know if my PIP is in line with company policy?

Check your company’s policy page. If they don’t have one, ask your manager for a copy of the company's performance management policy or the relevant section of the employee handbook. The PIP process should follow the process set out in that document. If it does not, raise it.

The PIP is seriously affecting my stress levels or mental health. What can I do?

Going through a PIP can be stressful and it is understandable if it is affecting you. This is not uncommon. A PIP can feel isolating. Empthrive is here, not to judge and not to provide legal or medical advice, but to listen and help you make sense of what you are going through. Consider speaking with a medical professional, such as your GP, who can medically evaluate your situation, discuss the impact stress may be having on your health, and advise on appropriate treatment, support, or specialist referrals where needed. In the EU, employers generally have obligations relating to the physical and mental health of employees under workplace safety legislation. Employment laws and protections vary by country. If you believe workplace conditions are affecting your health, consider seeking legal and medical advice.

What happens if I go on sick leave during a PIP?

There is no one-size-fits-all answer as it depends on company policy and local employment law. In some companies a PIP may pause while an employee is on certified sick leave, while in others the process may continue or resume when the employee returns to work. Additional considerations may apply where work-related illness is involved. If you are absent for an extended period, check your company handbook for policies covering sick leave, sick pay, return-to-work arrangements, and performance management processes.

Your Options and Next Steps

Do I have the right to refuse the PIP?

You can express disagreement with the PIP in writing, and you should if you believe it is inaccurate or unfair, but outright refusal to engage with the process carries risk. In most cases, refusing to participate can itself be used as grounds for disciplinary action. A better approach is to engage with the process while formally documenting your concerns in writing. If you believe the PIP is unfair or unlawful, seek independent legal advice before deciding how to respond.

I was put on a PIP after I raised a concern or spoke up. Can they do this?

An employer can issue a PIP at any time if they believe there are genuine performance concerns. However, if a PIP follows closely after you raised a concern, challenged a decision, or spoke up about a workplace issue, the timing may be relevant. If you believe the two are connected, document the timeline carefully: what you raised, when, and what followed. An independent legal expert, such as a solicitor, in your country can further advise.

Can I raise a grievance while on a PIP?

If you believe the PIP is unfair, discriminatory, or retaliatory, raising a formal grievance puts your concerns on record and triggers a formal process. Timing matters. Check your company's grievance policy. If unsure, seek guidance from a legal professional as employment laws vary by country.

My employer has referred me to Occupational Health during my PIP. Can they do this?

In many cases, yes. Employers can refer employees to Occupational Health (OccHealth) as part of a performance or absence management process. Occupational Health is an independent service and its role is to assess your fitness for work and identify any support or adjustments that may help you. Before attending, it is reasonable to ask your employer why the referral is being made and what information will be shared with them following the appointment. In many cases you may be given the opportunity to review the Occupational Health report before it is shared with your employer. If you have a health condition, disability, or are experiencing workplace stress, the Occupational Health assessment may actually work in your favour by identifying reasonable adjustments your employer should consider. How this process works in practice varies by country and company policy. Check your company’s handbook and consider seeking legal advice if you are unsure how the referral fits into your PIP process.

What is a Subject Access Request and should I submit one?

In the EU, a Subject Access Request (SAR) is your legal right under GDPR to request all personal data your employer holds on you, including emails, meeting notes, and internal communications that mention you by name. In a PIP situation this can be a powerful tool. Your employer normally has one calendar month to respond. SARs are sometimes used in PIP or dispute scenarios to understand what personal data an employer holds about you.

Will I still be eligible for bonuses or promotions while on a PIP?

This varies by employer and contract. Check your employment contract and company policy. It is reasonable to ask HR and to get the answer in writing.

I was on maternity leave and when I came back I was given a PIP. Can they do this?

This is a sensitive area and one where legal advice is strongly recommended. In the EU, maternity leave is a protected leave and employees returning from maternity leave have specific legal protections. A PIP issued immediately on return, particularly without prior performance concerns being raised before leave, may raise questions. Document everything and consult an independent legal adviser as soon as possible. Employment laws and protections vary by country.

I was on parental leave for 12 weeks. When I came back I was assessed against six months of goals that included the period I was on leave. As a result I didn't meet targets and was put on a PIP. Can they do this?

Being assessed against targets that covered a period when you were on legally protected leave is something you should raise formally and without delay. In the EU, parental leave is a protected leave and performance expectations and assessments should normally take approved leave into account. Raise this in writing with your manager and HR, noting the specific overlap between your leave period and the assessment window. We would also strongly recommend seeking independent legal advice, as employment laws and protections vary by country.

I was out on sick leave due to a workplace-related illness. When I came back I was put on a PIP.

If your illness was caused or contributed to by the workplace itself, and a PIP follows your return, this raises questions that go beyond standard performance management. Depending on your country, there may be specific protections that apply. Document everything: the nature of your illness, its connection to the workplace, and the timeline of the PIP. Seek independent legal advice, as employment laws and protections vary by country.

I’m on a six month probation period and was put on a PIP after three months. Is this normal?

PIPs and probation periods are usually separate processes, although some organisations combine performance management steps during probation. Being placed on a PIP during probation is unusual. A probation period typically has its own review and extension mechanisms built in. If you have been issued a formal PIP mid-probation, ask your employer to clarify how the two processes interact and what the implications are for your probation outcome. Check your employment contract and company handbook, and consider seeking independent advice if the situation remains unclear.

The majority of my team missed their targets but only I was put on a PIP. Can they do this?

An employer can manage individuals differently, but if the same targets were missed across a team and only one person was singled out for a formal PIP, it raises legitimate questions about consistency and fairness. If you believe you have been treated differently to colleagues in comparable situations, document the specifics as clearly as you can: the targets, who missed them, and what action was or was not taken for others. This may be relevant if you later raise a grievance or appeal. Seek independent legal advice if you believe the treatment was discriminatory.

I achieved all my KPIs but was still put on a PIP. What should I do?

Request a meeting with your manager and ask for a clear, written explanation of the specific grounds for the PIP. It is worth knowing that some employers look beyond hard KPIs and may cite conduct, behaviours, or ways of working as performance concerns so ask for the full scope in writing before responding. If the grounds are unclear or feel unjustified against your documented performance, put your objection in writing and keep all evidence of your performance: reports, emails, data, and any positive feedback received. Consider seeking independent legal advice as employment laws and protections vary by country.

I’m the only woman on the team, and/or the only person from a marginalised background, and I feel my performance is judged more harshly than others. Am I imagining it?

You are not alone in asking this question and it is worth taking seriously. Unconscious bias and unequal or inequitable standards of assessment can and do affect performance management processes. Under EU equality law, performance management that disproportionately affects someone because of a protected characteristic, including gender, race, ethnicity, religion, disability, or sexual orientation, may raise questions of unlawful discrimination depending on the circumstances. If you have a sense that the bar is higher for you than for others doing comparable work, start documenting specific examples as clearly and factually as you can. Speak to someone you trust, and consider seeking independent legal advice if the pattern continues or a formal process begins. Employment laws and protections vary by country.

I feel not everyone on my team has the same access to tools, support, or opportunities, yet we are all assessed by the same standards. People with fewer resources end up on PIPs.

This may be a structural fairness issue and is a legitimate concern. A fair performance management process should account for differences in access, resources, and support. If some team members are consistently disadvantaged by unequal conditions yet held to identical standards, this may point to systemic issues worth raising. If you are personally affected, document the specific disparities, what you do and do not have access to compared to others in similar roles, and raise it formally with your manager or HR. If the issue is wider than your own situation, it may also be worth raising through any available employee feedback or advocacy channels your company has in place. If this is an ongoing situation where you feel you are significantly disadvantaged, consider seeking independent legal advice.

I was given targets I believed were unachievable, raised this with my manager, but was told nothing would change. When the assessment ended, the outcome was used to put me on a PIP. I have evidence the targets were never realistic. What can I do?

The fact that you raised the concern at the time, and that this is documented, matters. If you can demonstrate that the targets were flagged as unachievable from the start and before the assessment period ended and that no action was taken, this may become relevant to any appeal or grievance. Gather everything: the original targets, your communications raising the concern, your manager's response, your performance data, the evidence that the goals were unachievable. Do not delay. Appeal windows are short and the strength of your position depends on acting quickly. This is a situation where independent legal advice is strongly recommended as employment laws and protections vary by country.

I feel my PIP may have been influenced by bias. What can I do?

Bias in performance management can be difficult to identify and even harder to prove, but it is a legitimate concern worth taking seriously. It can show up in many forms: inconsistent standards, subjective language in feedback, targets that are harder to meet for some employees than others, or a pattern where certain individuals are disproportionately affected by formal processes. Start by documenting specific examples as clearly and factually as you can. Focus on what was said or done, by whom, and when, rather than how it made you feel. Concrete examples carry more weight than general observations. Ask yourself: are others in comparable roles being managed the same way? Are the standards being applied consistently? Is the language used about your performance objective or subjective? If you believe the bias is connected to a protected characteristic such as gender, age, race, ethnicity, religion, disability, or sexual orientation, this may have legal implications under EU equality law. In that case, seeking independent legal advice is strongly recommended. If you are not sure whether what you are experiencing is bias, speaking to someone you trust outside the situation can help you assess it more clearly. Empthrive is also here to listen and help you make sense of what you are experiencing, though we are not legal advisers and cannot give legal advice. Unsure how to document and track? Find template examples in our Thrive Space and PIP Hub.

Can I resign while on a Performance Improvement Plan (PIP)?

In most cases employees can resign while on a PIP, subject to the notice period set out in their employment contract. Before making a decision, review your contract carefully and think through your options and the potential implications. If you are unsure how resignation may affect your situation, consider seeking legal advice.

Can I be made redundant while on a Performance Improvement Plan (PIP)?

Potentially, yes. Redundancy and performance management are separate processes. However, both should normally follow company policy and applicable employment law. If the timing or circumstances raise concerns, you may wish to seek legal advice. Employment laws and protections vary by country.

Can I save work evidence to a personal device during a PIP?

Err on the side of caution as this requires careful thought before acting. Saving company documents, emails, or data to a personal device without permission may breach your employment contract, your company's data protection policy, local laws, or all of the above, regardless of your intentions. In the EU, GDPR and company data protection policies govern how workplace data is handled, and employees are also expected to follow those rules. What is permissible varies significantly by company and country so check your employment contract and data policies before taking any action. Given the complexity of this area, seeking independent legal advice before saving anything to a personal device is strongly recommended.

Outcomes

What happens if I meet the PIP targets?

Employees will often receive written confirmation when a PIP has been successfully completed and noted on your file. If you haven't, follow up and request it. Clarify what the expectations are going forward and whether the PIP record remains on file after completion.

What happens if I don’t meet the PIP targets?

Outcomes may vary based on company and applicable country legislation. In the EU, possible outcomes range from an extension of the PIP to reassignment or termination, depending on company policy. Ask your employer to confirm the possible outcomes in writing at the start of the process. Also check your company’s handbook → PIP policy. Do not wait until the end.

Is there an appeal process if I disagree with the PIP outcome?

Check your company’s handbook → PIP policy. If you believe your PIP was handled unfairly, raising your concerns formally is an option worth considering. Check your company handbook for the internal appeal process and the timeframe. Act quickly as appeal windows are short. Our template page includes an example appeal email that may help you structure your thoughts.

I think the PIP process was unfair. What can I do now?

If you have concerns about how the process was run, targets that were not fair, support that was not provided, concerning comments made by your manager, or procedural issues, document everything and consider raising a formal appeal. If dismissal has already occurred, employment law complaint windows vary by country so verify your rights and the applicable timeframe with an independent legal adviser in your country as soon as possible.

My PIP was suddenly paused or withdrawn. What does this mean for me?

A PIP being paused or withdrawn can happen for a number of reasons. A change in management, a restructure, a recognition that the process was not properly set up, or an unresolved concern raised by you. It does not always mean the performance concerns have gone away, so it is worth understanding exactly where you stand. Request written confirmation that the PIP is no longer active and ask what, if anything, remains on your file. Ask whether the performance concerns that led to the PIP have been formally closed or whether they may be revisited. Keep copies of everything regardless. If the withdrawal followed a grievance or a concern you raised, it may be worth seeking independent legal advice to understand your rights and options.

Any other questions we haven’t covered? Contact us here and we will add new Q&As as they come up.

Important: Empthrive content is for general guidance only and does not constitute or replace legal, financial, or health advice and must not be relied upon as such. Employment laws vary by country. For legal, financial, or health advice specific to your situation, please consult a qualified professional. Empthrive accepts no liability for any loss, damage, or adverse outcome arising from the use of our resources.