Performance Improvement Plan Meeting - Example Script & Agenda

A Performance Improvement Plan (PIP) meeting is a structured conversation where a manager (and often HR) works with an employee to address performance or behavior issues through a formal improvement plan.

The goal is to facilitate improvement, not punishment – approaching the meeting with empathy, support, and a genuine commitment to helping the employee succeed.

This guide serves as a toolkit for organizations of any size or industry, offering a clear meeting structure, a sample agenda, and example scripts for various scenarios. It is designed for use by HR professionals and direct managers alike, and can be adapted to fit your company’s policies and culture.

‍

‍

Purpose of a PIP Meeting

A PIP meeting is convened when an employee is not meeting performance expectations, and more informal feedback or coaching hasn’t resolved the issue. The purpose is to openly discuss concerns, present a PIP document, and establish expectations moving forward. 

‍

Importantly, a PIP meeting should emphasize support and collaboration rather than blame. It should set specific improvement targets, provide necessary resources or training, and establish a timeline for progress. By the end of the meeting, the employee should leave with a concrete plan and an understanding that the organization wants them to succeed (and will help them get there).

‍

If PIPs are only ever used as a last step before termination, employees will understandably view them negatively. Instead, framing the PIP as a fair opportunity to improve helps foster a positive, continuous improvement culture.

‍

‍

Structure of a PIP Meeting

While specifics can vary, most effective PIP meetings follow a similar structure to cover all necessary points. Below is a typical flow of a PIP meeting:

‍

1. Preparation (Pre-Meeting): Before the meeting, the manager and HR should review the employee’s performance records, gather specific examples of issues, and prepare a written PIP document outlining performance gaps, improvement goals, a timeline (e.g. 30, 60, or 90 days), and support resources. Have the plan reviewed by HR and your manager, and ensure it aligns with company policies.
   
   
2. Introduction: Open the meeting with a polite greeting and thank the employee for meeting. Set a constructive, positive tone from the start, expressing confidence in the employee’s potential to improve. Clearly state the purpose of the meeting. For example: “We’re here to discuss concerns about your recent performance and to work together on a plan to help you succeed moving forward.” This reinforces that the intent is improvement and collaboration, not simply a reprimand.
   
   
3. Outline of Concerns: Describe the specific performance or behavior issues that prompted the PIP. Be factual and specific. Cite examples, data, or incidents to illustrate the problems (e.g. “Over the last quarter, you missed three key deadlines for Project X” or “We have received customer complaints about Y”). Focus on observable behaviors and results, not personal attributes, and explain the impact of these issues on the team or business (such as delayed projects, lowered team morale, customer impact, etc.). This helps the employee understand why the issue matters. After stating the concerns, pause and invite the employee’s perspective: for instance, ask “Can you help me understand why this might be happening?” Listening to the employee’s explanation or any challenges they reveal shows respect and allows two-way communication.
   
   
4. Review of Expectations: After discussing the gaps, reiterate the standard expectations for the role related to those issues. For example, remind the employee of relevant job requirements or policies: “For clarity, our standard is that client reports are submitted by Friday 5 PM each week, error-free.” This sets a baseline for what acceptable performance looks like. Reference any previously communicated expectations (such as job descriptions or prior feedback) to reinforce that these standards are established and fair.
   
   
5. Presentation of the PIP Plan: Now, walk through the Performance Improvement Plan document point by point. Go over each improvement goal on the PIP to ensure the employee understands what is expected for each. For each area of improvement, describe what success looks like (e.g., a specific metric or behavior change) and the timeframe for achieving it. For example: “One goal is to improve your project timeliness. The expectation is that over the next 60 days, you will meet 100% of your agreed deadlines. We will review progress weekly.” Include the deadline or review period for the PIP (commonly 30, 60, or 90 days) and how progress will be measured. It’s also critical to clarify the check-in schedule: let the employee know you’ll meet regularly (e.g. weekly or bi-weekly) during the PIP to discuss their progress. “We’ll have a check-in meeting every Friday morning to talk about how things are going,” sets clear expectations for ongoing communication.
   
   
6. Support and Resources: Emphasize the support the company will provide to help the employee succeed. PIPs are most effective when the organization commits to helping the employee bridge their gaps. Discuss any training, mentoring, tools, or adjustments that are available as part of the plan. For instance: “To assist you, we’ll enroll you in an advanced Excel training, and I’ll arrange for Bob to mentor you on project management techniques. If you encounter obstacles or need help, please let me or HR know – we want to support you through this.” Offering resources shows that the company is investing in the employee’s improvement, not just demanding results.
   
   
7. Employee Input and Commitment: After presenting the plan, invite the employee to ask questions or offer input. PIPs should be done with the employee, not to the employee, so encourage them to participate in refining the solutions. You might ask, “Do you have any questions about these goals or the timeline? Do you feel these targets are achievable with the support outlined?”. Encourage the employee to share any concerns or suggestions. Perhaps they have ideas for additional actions that could help, or they want to clarify what success entails. Active listening here is key: it shows respect and can surface legitimate issues (for example, if the employee feels a particular goal is unrealistic, that’s important to discuss). Ultimately, ensure the employee understands and agrees to the plan’s terms. You may ask them to acknowledge the PIP in writing (sign a document or email confirmation) after the meeting.
   
   
8. Consequences and Accountability: While maintaining a supportive tone, the manager must also be clear about the consequences of not improving. This is the “firmness” part of the meeting. Explain what will happen if performance does not meet the PIP goals by the end of the period. For example, “I do need to let you know, if these objectives aren’t met within the 60-day plan, further action may be taken, up to and including reassignment or termination. However, our genuine hope is that this plan will set you up for success so that won’t be necessary.” Balancing this message is important. The employee should realize the PIP is serious, but also that the goal is to avoid negative outcomes by achieving improvement. This clarity about outcomes (both positive and negative) ensures fair, transparent communication.
   
   
9. Closing and Next Steps: End the meeting on an encouraging and collaborative note. Summarize the key points–the issues identified, the improvement goals agreed upon, the support provided, and the follow-up schedule. Reiterate confidence in the employee’s ability to improve: “I’m confident you can meet these expectations, and I’m here to help you succeed.” Also, confirm the next check-in meeting date (or the PIP end-date review meeting) so the employee knows when progress will be evaluated. Thank the employee for their time and participation. It’s good practice to document the meeting afterward and provide the employee with a written summary or a copy of the PIP document for their reference. This documentation ensures alignment and can be important for HR records.

‍

Sample PIP Meeting Agenda

Every PIP meeting should be well-organized. An agenda helps keep the conversation on track and ensures you cover all important points.

Below is a sample agenda for a PIP meeting, with approximate timing for a 30-40 minute meeting. This can be adapted to longer or shorter meetings as needed:

‍

‍

‍Example PIP Meeting Scripts for Different Scenarios

To illustrate how a PIP meeting might sound, below are sample scripts for various meeting stages and scenarios. Each provides example dialogue a manager or HR representative could use, tailored to the context. You can adapt the wording to fit your style, the specific employee, and your organizational culture. These scripts assume the manager is leading the conversation with HR possibly in the room.

‍

Opening the Meeting

• Performance Gap Example: “Hello [Name], thank you for meeting with me today. I want to start on a positive note by acknowledging some of your strengths (for example, your quality of work in [recent project]) and then discuss some concerns about your recent performance. My goal is to ensure we understand the issues and work on a plan to help you meet your targets.”
  
  
• Behavioral Concern Example: “I appreciate you taking the time to talk. We’re here to address some concerns regarding your workplace conduct, specifically [briefly mention the issue, e.g. inappropriate remarks in team meetings]. I want to clearly state the reason for this meeting and work with you to find a solution so we can improve the situation.”
  
  
• Follow-Up Meeting Example: “Hi [Name], as this is a follow-up to our PIP, I’d like to start by reviewing your progress since our last meeting. We scheduled this check-in to see what’s improved and what still needs work. The aim is to make sure we’re on track with the improvement plan and address any ongoing concerns together.”
  
  

Presenting Concerns

• Performance Gap Example: “I’d like to discuss the specific performance issues that led to this PIP. For instance, over the last quarter you completed 3 of 5 assigned projects, whereas the role expectation is to complete all assignments on time. Missing those deadlines has impacted the team’s deliverables. I want to understand what challenges might be causing this gap.”
  
  
• Behavioral Concern Example: “We need to talk about some behavioral issues that have been observed. For example, in the past month there were two incidents where you raised your voice at colleagues during meetings, which was inappropriate. This kind of behavior isn’t aligned with our professionalism standards and it affects team morale. It’s important we address these incidents so we can maintain a respectful work environment.”
  
  
• Follow-Up Meeting Example: “Since implementing the PIP, let’s examine where things stand. You’ve made progress in some areas – for example, your recent projects have all been submitted by their deadlines – but there are still concerns, such as the accuracy of your reports. Last week’s report contained errors similar to those we noted before. These are areas where expectations still aren’t being met, and we need to figure out why.”
  
  

Discussing Expectations

• Performance Gap Example: “I want to clarify our performance expectations moving forward. You are expected to meet your weekly production target of X units and adhere to all project deadlines. For example, for the upcoming Project Y, the expectation is that you will deliver the final output by [date] without last-minute delays. Meeting these standards consistently is what success looks like in your role.”
  
  
• Behavioral Concern Example: “Let’s clearly outline the behavior we expect to see. Our company values professionalism and respect at all times. This means, for instance, that even if a situation is stressful, you should remain calm and communicate without personal attacks or raised voices. The expected behavior is that you handle disagreements by focusing on solutions and speaking respectfully, aligning with our core value of respect.”
  
  
• Follow-Up Meeting Example: “As a reminder, the PIP document we agreed on sets clear, measurable targets you need to achieve. By the end of this review period, for example, we expect your customer satisfaction rating to reach at least 90%. We’ve discussed these goals before, and I want to ensure they’re still understood and seen as reasonable. These expectations remain the standard we’re working toward.”
  
  

Explaining the PIP Plan

• Performance Gap Example: “Now, let’s review the details of your Performance Improvement Plan. The plan outlines specific goals and a timeline for improvement. For example, one goal is to increase your sales output by 15% within the next 60 days. We’ve set bi-weekly check-ins (every two weeks) to monitor your progress, and the final review date for the PIP is [date]. I want to make sure you know exactly what the plan entails in terms of targets and deadlines.”
  
  
• Behavioral Concern Example: “I’d like to explain the improvement plan we have for your conduct. The PIP includes concrete steps: for instance, over the next 30 days you are required to complete a communication skills workshop and there should be no further incidents of unprofessional behavior. We will meet weekly during this period to discuss how things are going. The plan is designed to help you replace the negative behaviors with positive ones, and we’ll document each step of your progress.”
  
  
• Follow-Up Meeting Example: “During our last meeting, we laid out an action plan as part of your PIP. Let’s briefly revisit those action items and see how they’re going. You were going to implement [specific improvement action] and utilize [support resource] as outlined. How do you feel you’re doing on each of these? If any aspect of the plan isn’t working or needs adjustment, this is the time to discuss it – we can modify the plan if needed to ensure it’s effective.”
  
  

(h3) Offering Support and Resources

• Performance Gap Example: “I want you to know I’m here to support you in meeting these goals. Let’s talk about what resources might help you improve. For example, would additional training in [specific skill] be useful? I can arrange a training session or have you shadow a high-performing colleague to learn best practices. If you’re encountering obstacles, let me know and we can find ways to address them.”
  
  
• Behavioral Concern Example: “To help you improve your behavior, we will provide support and resources. For instance, I can connect you with a mentor who models effective communication and conduct. We can also enroll you in a conflict management or professionalism workshop. If there are personal issues contributing to the workplace behavior, remember that our Employee Assistance Program is available for counseling. Please tell me what support you think would be most helpful for you.”
  
  
• Follow-Up Meeting Example: “In our last discussion, we identified some support measures – like coaching sessions – to assist you. Have you been able to take advantage of those resources, and do you feel they’re helping? If not, we should explore other support options. My priority is to ensure you have everything you need to succeed, so if there’s any additional help or resources required at this stage, let’s talk about that.”
  
  

Inviting Employee Input

• Performance Gap Example: “I’ve outlined my concerns and expectations, and now I’d really like to hear from you. What are your thoughts on these performance issues? In your view, what might be causing the drop in productivity we discussed? I want to understand your perspective. Are there any challenges you’re facing that I might not be aware of?”
  
  
• Behavioral Concern Example: “Can you share your perspective on the incidents I brought up? How do you see those situations, and what do you think triggered the conflicts? It’s important for me to hear your side so I can understand any underlying issues. Also, do you have ideas on what might help you avoid similar situations in the future?”
  
  
• Follow-Up Meeting Example: “How do you feel the improvement process is going so far? I’d like your honest input on the PIP. For example, do you feel the goals we set are attainable, and is the timeline realistic? If you have any concerns about the plan or suggestions for what could help you improve further, please share them. This should be a two-way conversation, and your feedback is valuable.”
  
  

Discussing Consequences and Accountability

• Performance Gap Example: “I want to be transparent about the possible consequences if improvement doesn’t occur. As we discussed at the outset, if you don’t meet the performance goals outlined in this PIP by the end of the review period, the next step could be formal disciplinary action. This may include a written warning or other measures, up to and including reconsideration of your role with the company. Our goal, of course, is to avoid that by helping you improve. To that end, we both have accountability: you are responsible for making the necessary improvements, and I am responsible for supporting you and monitoring progress along the way.”
  
  
• Behavioral Concern Example: “It’s important you understand the seriousness of this issue. If your behavior does not show the required improvement within the 60-day PIP period, we will have to consider further action, which could ultimately include termination of employment. I truly hope it doesn’t come to that – this plan is intended to help you correct the behavior. I will hold you accountable by checking in regularly and documenting your progress, and I expect you to take ownership of making these changes. We want a positive outcome, but there must be clarity on the repercussions if things don’t improve.”
  
  
• Follow-Up Meeting Example: “As a reminder, we set this meeting as a checkpoint in your PIP timeline. If by the final review date you still haven’t met the agreed-upon performance standards, we will need to move to the next step, which could mean a formal written warning or other serious action. In fact, company policy is clear that dismissal can occur if sufficient improvement isn’t shown by the end of a PIP timeframe. On the flip side, if you continue the progress you’ve made and meet the remaining goals by the deadline, we will consider the PIP successfully completed and no further corrective action will be necessary. I want you to know exactly where things stand so you can stay accountable, and I will do the same by providing any help you need and closely tracking your results.”
  
  

Closing the Meeting

• Performance Gap Example: “To recap our discussion, we have identified the key performance issues and agreed on an improvement plan. You will work on [summarize the main commitments: e.g., increasing your output by X, improving accuracy, etc.], and I will provide [summarize support: e.g., weekly feedback and training on Y]. We’ve set our next check-in for [date/time] to review your progress. Before we conclude, do you have any questions or anything you’d like to clarify? If anything comes up later, please feel free to reach out. Thank you for your openness today – I’m confident that if we both follow through on this plan, we’ll see the improvement we need.”
  
  
• Behavioral Concern Example: “Thank you for having this frank discussion with me. Just to summarize, we’ve addressed the behavior issues (like [briefly restate issue]) and outlined the PIP with clear expectations and support. I will email you a written summary of today’s meeting and the agreed plan so you have it in writing. Our next meeting is scheduled for [date] to check on your progress. In the meantime, my door is open – if you have any concerns or need guidance, please let me know. I appreciate your commitment to improving, and I’m here to help you succeed.”
  
  
• Follow-Up Meeting Example: “Now that we’re concluding this PIP process, let’s review the outcome. We’ve gone over your performance improvements: you’ve met [or exceeded] the key goals we set, and I want to acknowledge the hard work you’ve put in. As a result, we’ll consider this PIP successfully completed and you’ll continue in your role without further corrective action. Going forward, we’ll keep the lines of communication open and continue to monitor to ensure you maintain this level of performance. I will follow up with a formal letter documenting the completion of the PIP and the progress you’ve made. Congratulations on your improvement, and thank you for your effort throughout this process.” (If the outcome is not positive, the closing would instead include next steps such as extending the PIP or implementing the previously discussed consequences.)