How-to: Run the First PIP Meeting (Education Only)
Education only. This is not legal advice, not HR advice for your jurisdiction, and not a substitute for your company’s policies or counsel. Performance improvement plans (PIPs) are formal processes. Your handbook, employment agreements, and HR partner govern what you may say, document, and decide. If anything below conflicts with guidance from your HR or Legal team, follow them.
The first PIP meeting is where clarity must replace ambiguity. The employee should leave knowing: what is not meeting expectations, what “good” looks like, how progress will be measured, over what time window, what support exists, and what happens with check-ins. Ambiguous first meetings create confusion, fear, and process risk.
Time box: 60–90 minutes to prepare with HR (often more), and 30–45 minutes for the first meeting itself unless HR specifies otherwise. Never schedule this as a “quick chat.”
Managers: use the New Manager hub and Director / VP hub for leadership context, and treat how HR works as mandatory partner reading. This how-to does not authorize you to start a PIP without following company process.
When to use / when not
Use when:
– HR (or your defined process) has approved moving to a formal PIP
– Expectations were previously communicated and performance gaps persist
– You have documentation aligned to company standards
– You are prepared to support improvement in good faith
Do not use when:
– You have not involved HR where policy requires it
– The situation is primarily misconduct that belongs in a different process
– You are using a PIP as a paperwork ritual with no real chance to improve (follow HR ethics and policy)
– You are angry in the moment and have not prepared
If the employee raises discrimination, harassment, or retaliation concerns, pause and engage HR immediately under company procedure.
Prep
Work with HR before the meeting:
- Policy check: eligibility, templates, timing, attendees (often HR present)
- Expectation statements tied to role requirements already on file
- Examples of gaps (dated, factual, previously discussed where required)
- Success criteria that are observable within the plan window
- Support plan: coaching cadence, training, workload adjustments if appropriate
- Logistics: private room or secure video, enough time, no public calendar title that exposes the topic
- Documents: company PIP form ready; know what the employee will receive in writing
Do not invent metrics. Use the measures your company and role already recognize. For role context across functions, clarity beats jargon; see how departments work together only as background, not as PIP criteria.
Steps
- Align with HR on script boundaries and documents. Confirm who leads which sections.
- Schedule privately with a neutral description per HR guidance.
- Open with purpose and process (not small talk that misleads).
- State expectations vs. current performance with examples.
- Present the plan: duration, checkpoints, success criteria, support.
- Invite questions. Listen. Do not debate endlessly; note disagreements.
- Confirm next check-in and written materials.
- Document per HR instructions the same day.
- Hold the first checkpoint as scheduled. Consistency matters.
Never promise outcomes HR has not authorized (including employment assurances).
Script (what to say / send): illustrative only
Scheduling note (confirm wording with HR):
Please hold [time] for a private conversation about performance expectations and support. [HR Name] will join. We’ll share written materials in the meeting.
Opening (illustrative):
“Thank you for meeting. Today we’ll discuss performance expectations for your role, where things are not meeting those expectations, and a formal improvement plan. [HR] is here to ensure we follow company process. You’ll receive this in writing. This is a serious process, and we want the expectations to be clear so you know what success looks like.”
Expectations beat:
“The role requires [expectation]. Over [period], examples include [factual examples previously documented]. That does not meet the expectation because [plain gap statement].”
Plan beat:
“The improvement plan runs from [start] to [end]. Success looks like [criteria]. We’ll meet on [checkpoint dates]. Support includes [coaching/training/resources]. I’ll give feedback weekly on [channel].”
Questions:
“What questions do you have about expectations, criteria, or support?”
Close:
“You’ll get the written plan today. Our first check-in is [date]. Please review the document and send clarifying questions by [date] if you have them.”
If emotions run high:
“I recognize this is hard. We can take a short break. We still need to finish clarifying the plan today so you have the written expectations.”
Customize language with HR. Do not copy this as a legal template.
Output artifact
First PIP meeting packet (company systems of record only):
- Approved PIP document (HR template)
- Meeting attendees and time
- Summary of questions asked and clarifications given (per HR format)
- Checkpoint calendar
- Support actions you owe (coaching slots on the calendar)
Store documents where policy requires. Do not keep shadow files with speculative commentary.
Watch-outs
- Surprise without prior feedback. Many policies expect prior coaching; follow yours.
- Moving goalposts. Success criteria should not secretly change mid-plan without process.
- Public embarrassment. Calendar titles, open desks, and Slack hints cause harm.
- DIY legal theories. Do not explain “how termination law works” off the cuff.
- False hope or false threats. Stick to process language HR approves.
- Ignoring employee questions about disability, leave, or accommodation. Route to HR promptly.
- Skipping check-ins. The plan is only real if you show up for it.
- Mixing compensation negotiation into the PIP meeting without HR guidance.
Again: not legal advice. Partner with HR. When in doubt, stop and ask.