A Performance Improvement Plan is only as effective as the care that goes into writing it. Unfortunately, because most managers issue PIPs infrequently and rarely have formal training in how to write them, the same mistakes appear again and again — and they tend to fall into two categories: mistakes that make the PIP fail as an improvement tool, and mistakes that make it fail as a legal document.
Here are the most common ones and what to do instead.
Mistake 1: Using Vague Language to Describe Performance Issues
What it looks like:
“Jennifer has demonstrated a consistently poor attitude and a lack of professionalism in her interactions with colleagues.”
Why it is a problem:
Vague descriptions invite disputes and do not give the employee clear information about what behavior needs to change. “Poor attitude” is subjective — different people will interpret it differently, and there is no way to measure whether it has improved.
What to do instead:
Describe specific, observable behaviors with evidence. “In the four team meetings held in [month], Jennifer interrupted colleagues on six documented occasions (noted in meeting minutes). In two incidents reviewed with HR, Jennifer responded to peer feedback in a manner that other team members described as dismissive.” This is documentable, observable, and gives the employee something concrete to change.
Mistake 2: Setting Goals That Are Not Measurable
What it looks like:
“Improve communication with the team.” / “Show more initiative.” / “Increase output.”
Why it is a problem:
If a goal cannot be measured, it cannot be evaluated fairly at the end of the PIP. This creates a situation where the manager makes a subjective call about whether improvement occurred — which is exactly the kind of judgment that leads to legal challenges.
What to do instead:
Every goal needs a metric: a number, a rate, a deadline, or a specific observable outcome. “Increase output” becomes “Submit a minimum of 15 completed client proposals per week, as logged in the project management system.” Measurable goals protect both parties.
Mistake 3: Issuing a PIP Without Prior Documentation
What it looks like:
A manager issues a formal PIP that contains performance issues the employee claims have never been raised before.
Why it is a problem:
A PIP that appears without prior informal feedback or warnings is harder to defend legally and is almost always received as a shock. It signals to an employment tribunal that the process was not fair — that the employee was not given a genuine opportunity to improve through normal management channels.
What to do instead:
Before issuing a PIP, ensure there is a documented record of prior interventions: informal coaching conversations (even noted as emails), verbal warnings, and any prior written communications about the performance issues. If informal conversations happened but were not documented at the time, write up a factual summary of what was discussed and when.
Mistake 4: Making the PIP Goals Impossible to Achieve
What it looks like:
An employee averaging $15,000 in monthly sales is given a PIP requiring $45,000 per month — the top of the team’s range — within 30 days.
Why it is a problem:
Setting goals the employee cannot realistically achieve signals bad faith. In many jurisdictions, a PIP with unachievable targets is considered a constructive dismissal process in disguise — and can result in significant legal liability for the employer.
What to do instead:
Goals should be challenging but achievable. Ask: is there evidence that an employee in this role, with this level of experience, could achieve this goal within this timeframe? If the answer is no for most people in that position, the goal needs to be adjusted.
Mistake 5: Skipping the Support Section
What it looks like:
A PIP that lists performance issues, sets goals, defines a timeline, and states consequences — with no mention of what the manager or company will provide to help.
Why it is a problem:
A PIP without a support plan is a one-sided document. It places all the obligation on the employee while the organization commits to nothing. This weakens the legal defensibility of the plan and often produces worse outcomes, because employees who feel abandoned are less likely to engage seriously.
What to do instead:
Be specific about support. List the training the company will provide and by when. List the check-in cadence. If the manager commits to reviewing the employee’s work product and providing written feedback, put that in writing. Whatever is committed to must be delivered — a support plan that exists on paper but not in practice is worse than none at all.
Mistake 6: Failing to Involve HR Until After the PIP Is Written
What it looks like:
A manager writes a complete PIP and then sends it to HR for a “quick review” the day before it is due to be issued.
Why it is a problem:
HR needs to be part of the process from the beginning, not a rubber stamp at the end. If the PIP contains language that is legally problematic, goals that are not defensible, or a process that is inconsistent with company policy, a last-minute review rarely catches everything — and the manager is now committed to a document that may need significant revision.
What to do instead:
Bring HR into the process early. Share your documented evidence, discuss whether a PIP is the right tool, and draft the goals collaboratively or with HR’s input before the document is finalized.
Mistake 7: Failing to Follow Through on Check-ins
What it looks like:
A PIP is issued with bi-weekly check-ins scheduled. Two are held, then the manager gets busy, and the next formal conversation is the final evaluation meeting at the end of the period.
Why it is a problem:
Check-ins are not optional follow-up — they are part of the PIP commitment. Missing them signals to the employee that the manager is not invested, deprives the employee of feedback they need to course-correct, and, if the PIP ends in termination, creates a documentation gap in the process.
What to do instead:
Schedule all check-ins at the outset and treat them as non-negotiable. Block the time, prepare for each one, and document what was discussed, what progress was noted, and what next steps were agreed. These notes are part of the PIP record.
Mistake 8: Using the PIP to Document a Decision Already Made
What it looks like:
A manager has already decided to terminate an employee and issues a PIP with unrealistic goals and minimal support — going through the motions while waiting for the timeline to expire.
Why it is a problem:
Experienced employees and employment lawyers recognize this immediately. A performative PIP often results in legal action that a genuine one would have avoided. It is also deeply unfair to the employee, who deserves honest communication about their situation.
What to do instead:
If termination has been decided, consult with HR and legal counsel about the appropriate process for your jurisdiction. Do not use a PIP as cover — use it only when improvement is genuinely possible and the organization is genuinely committed to it.
Mistake 9: Writing a PIP for a Conduct Issue
What it looks like:
An employee is caught violating company policy — making a discriminatory comment, falsifying a timesheet, or breaching client confidentiality — and the manager issues a PIP.
Why it is a problem:
PIPs are for performance issues, not conduct violations. Conduct violations require a disciplinary process, which typically involves different procedures, timelines, and documentation. Using a PIP for conduct issues blurs the distinction and can weaken both processes.
What to do instead:
If the issue is conduct-based, consult HR immediately and follow the company’s disciplinary policy. The PIP tool is reserved for sustained underperformance.
Mistake 10: Not Getting the Employee to Acknowledge the Document
What it looks like:
A manager emails the PIP to the employee and never follows up on whether it was received or signed.
Why it is a problem:
Without a signed acknowledgment, there is no record that the employee received the plan. In any subsequent legal process, the employee can claim they were never formally notified.
What to do instead:
Present the PIP in a formal meeting. Have the employee sign the document to acknowledge receipt (noting that the signature is an acknowledgment, not an agreement). If the employee refuses to sign, document the refusal in writing and have HR sign as a witness.
Get the Process Right From the Start
Most of these mistakes share a root cause: managers writing PIPs quickly, without a structured process, and without adequate guidance. Templates Hub’s PIP Builder addresses this directly — guiding managers through each section of the plan, flagging common errors, and producing a document that is both legally defensible and genuinely designed to support improvement.
Summary
The most damaging PIP mistakes are avoidable with preparation, HR involvement, and careful attention to specificity and follow-through. A PIP that is vague, one-sided, or disconnected from the rest of the process does more harm than good — for the employee, the manager, and the organization. Getting it right from the start is worth the time.
Related reading:
- What Is a Performance Improvement Plan?
- How to Write a PIP That Actually Helps Employees Improve
- SMART Goals in a PIP
- How to Have a Performance Improvement Conversation
- How to Set a Realistic PIP Timeline
- How to Document Employee Performance Issues Legally
- How Small Businesses Handle PIPs Without an HR Department
- The Best PIP Templates for Managers in 2025
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