In an ideal situation, companies would invest in their workers’ success. They’d encourage growth, and provide employees with the resources and support. Unfortunately, we don’t live in a perfect world, and many employers just don’t have their employees’ best interests at heart. In certain circumstances, a role just might not be the right fit for a worker, no matter how much guidance or opportunity their organization provides.
The best case, some would argue, is a quick, painless, and transparent departure. But in other scenarios, employees might be presented with a performance improvement plan, or PIP, as a way to nudge them out the door.
“Rarely would I say this is a positive thing,” says Anthony Damaschino, a former HR executive.
“In most cases, it’s a warning shot to that employee that they’re either on the path to termination or they must abruptly change.”
Performance improvement plans are formal documents that outline which responsibilities you’re falling short on, according to your job description, and the steps or metrics you must meet to achieve a satisfactory rating and get moved out of a probationary period. Generally, they’re handed out after feedback has been consistently given and documented but output is still lacking. They’re usually created by a manager in collaboration with HR, essentially covering the company from any legal ramifications by getting the feedback and process in writing.
“HR will typically support the delivery of that performance improvement plan to the colleague with the hiring manager, and then have regular check-ins with the hiring manager—and at times with the colleague—on the progress against that performance improvement plan,” says Kay Cooper, a chief operating officer of recruitment process outsourcing for Europe, the Middle East, and Africa at organizational consulting firm Korn Ferry.
What to do first if you’re given a PIP
Not all PIPs are created equal, and it’s important to note that you’re not always at risk of losing your job should you be put on one. For example, if you’re new to a job and aware you’re taking longer to get onboarded than your manager anticipated, you might be given a PIP purely to reset expectations. “In the good cases, an employee knows something’s coming. They know they’re not meeting expectations,” Damaschino says. He adds that it’s also frequently a requirement for leaders to assign a PIP after a poor year-end review.
But when trust in leadership is shaky and feedback is lacking, a PIP could be a warning that things just aren’t working out. “It really is a disingenuous method. They don’t want you to stay,” says executive and leadership coach Loren Margolis. When she worked in HR, they often called it a “paid interview period” because it implied that a worker should start their job search ASAP.
In Damaschino’s experience, even when a low-performer is able to turn it around with a PIP, they still struggle to get promoted. It also creates a strain between a manager and their employee that’s hard to overcome long term. Ultimately, the worker may have been better off leaving on their own accord. “It’s a serious situation [and] it’s a highly anxiety-filled situation. It’s not pleasant for anyone,” he says. “And for that reason, most people spiral, either wanting out of the organization or looking for something else because of it.”
To leave or not to leave: that is the question. To help you figure out your next move, here’s how to tell if you’re being forced out of your company with a performance improvement plan—and what to do if you are.
Signs you’re being pushed out with a PIP
According to experts, it’s possible a PIP is a signal you’re going to be let go if you experience one or more of the following:
- You already have a rocky relationship with your boss or leadership
- Your boss didn’t provide any feedback on your performance before you were given a PIP
- You were blindsided by the PIP, or it felt rushed
- You are being treated differently—you’re not invited to meetings, clients are taken away from you, presentations are being given to someone else, etc.
- You weren’t given a clear career path forward before or during your PIP
- The goals of your PIP are unclear or unrealistic
- How your performance will be measured is vague or nonexistent
- The timeframe for meeting your PIP isn’t reasonable
- Your company has a history of letting people on PIPs go
- The company is going through a restructuring or workforce reduction
Additionally, Damaschino argues no timeframe for completing the PIP can sometimes be a good thing. After all, a fair manager wants to see you improve over time, theoretically forever or until you choose to leave. On the other hand, if you’re given a set period to get your performance up, be it 30 or 60 days, that could be an indication that they already know when they want to dismiss you.
PIPs are rarely negotiable, mainly because the idea is that you’ve been given ample opportunity to improve up until this point. However, Margolis says a company with the right intentions will be receptive to feedback and discussion—and those that aren’t may just want you gone. “If you have a manager who really cares and has also given you feedback, you trust them . . . [then] they may be open to negotiation, or they won’t have set you up to fail,” Margolis says.
What to do if you think you’re being fired
Whether the PIP feels fair or not, it’s best to run it by a mentor or friend for a second opinion. They’ll be able to give an honest, unbiased perspective as to the company’s intentions and whether you can realistically meet the terms outlined. If they agree you can’t, consider it a wakeup call. “The problem is the majority of your relationship at work is the relationship with your manager. And if they don’t like you or it’s not working, you should go, even if you love working there,” Damaschino says.
“The best option is to find a different company where you can really start with a clean slate and be successful,” Margolis adds. But your job hunt shouldn’t interfere with your day-to-day work, even if you choose not to follow the PIP. “Don’t take vacation days or call in sick. Those are no-nos. Interview after hours, network after hours, update your résumé after work,” she says. This is key in case you aren’t actually fired, and to maintain your reputation for future employers.
What to do if your PIP is reasonable
Let’s say the agreement you’ve made with HR is clear, and you’re willing to do what’s been asked of you in the hopes of sticking around. The first step, Margolis says, is to take the PIP literally. “If it says that you need to do X, Y, and Z, you must do X, Y, and Z to the letter,” she says.
Then, set up weekly meetings with your boss to check in on your performance and gather feedback. “This will not only help you stay on track, but it’s also going to show your manager that you’re genuinely concerned about it and that you want to improve,” she says. It holds them accountable, too, to support and promote you should you step it up.
Performance improvement plans weren’t originally meant as a firing tool—and in a lot of instances, that’s still the case. “I’ve seen companies use them as a way to cover themselves while they just simply push someone out the door,” Margolis says. “And I’ve also seen them end in success.”
If your employer seems to be on the straight and narrow, it’s best to keep an open mind, says Cooper. “Challenge the PIP—challenge what’s in there, make sure that you feel comfortable that what’s been documented is realistic, ties back to your performance goals, and is measurable,” she says. “And then really do the best you can to perform in the role.”