You’ve Been Put on a Performance Improvement Plan: Now What?

You just got the news from your manager: The company wants to put you on a performance improvement plan – a PIP, for short. 

You have questions – lots of them. 

Let’s start with one that might come to mind the second you hear the words “performance improvement plan.”

“Does being put on a PIP mean I’m about to get fired?”

It might. Not all PIPs are implemented in good faith; too many are still used as a bases-covering measure when the decision has already been made.

Then again, it might not. Good managers know that it’s more effective – in terms of time, energy and cost – to get an underperforming employee back on track than to go through the hassle of finding a replacement.

Feeling overwhelmed by competing priorities at work? Check out Strategies for Working with Multiple Bosses & Teams!

Even if that’s the case, you will be gone if your performance doesn’t improve. A PIP might not be a convenient way to get you out the door, but it must be taken seriously.

“Can I fight a PIP?”

If you believe it’s unfair or inaccurate, absolutely. However, you’ll need factual evidence to back up any challenge.

Dispute any unfair or inaccurate information in writing with measured language. Never speak or write in anger, even if you think you’ve been wronged. Gather any facts that would bolster your case. 

For example, can you prove that your performance level is higher than what the company contends? Or are you being evaluated based on things that are not your essential duties, as spelled out in your job description?

If you think the PIP is unfair or retaliatory, contact an employment lawyer to get an understanding of your rights.

“Can I refuse to sign a PIP?”

Short answer: Yes. Longer answer: Yes, but that refusal isn’t likely to carry any legal weight. 

Signing the PIP doesn’t mean you agree to comply with it, or that you agree with the company’s assertion that your performance isn’t what it should be. 

It means you understand the stated terms and expectations of the plan: what has to improve, to what standard, and by when.

Of course, if you don’t understand all the provisions, you should hold off on signing it until you do. But a later claim of “I didn’t sign because I didn’t understand it, therefore it doesn’t count” would likely get a response of, “Well, did you ask?”

“Can I be fired for not signing a PIP?”

Yes, if you’re in an at-will employment state, which you likely are. At-will employment means your employment can be terminated at any time for any non-discriminatory reason.

However, asking a clarifying question, like, “What happens if I don’t sign my PIP?” or, “How long do I have to decide on signing my PIP?” can go a long way toward reading your company’s intent in putting you on one in the first place.

If the response is along the lines of “Sign now or you’ll be terminated,” then it’s likely that’s where this train was headed in the first place. 

But if the response is, “That’s your right, but the plan will still be in place,” that’s an indication that the company is willing to work with you. In this case, assume that the PIP has been created in good faith.

“Can my boss put me on a PIP without warning?”

Yes – but a good one won’t. 

A PIP should be a last resort after previous, less drastic attempts to improve performance have failed. A manager who goes straight to putting you on one is either a lousy communicator, averse to even healthy workplace conflict, or using the PIP as a cover mechanism to move you along.

Any of these things is a red flag – and here, the PIP provides you with a wake-up call that you’re probably in the wrong place, working for the wrong people. At-will employment also means you’re allowed to leave any time.

But don’t check out yet. Don’t burn bridges. Do use the time to start making other plans while you’re still getting a paycheck.

“Can I get through a PIP and keep my job?”

If it was implemented in good faith, you can. It’ll take hard, intentional work from the get-go, though.

Your goal shouldn’t be to lift your performance to the bare minimum. It should be to prove that you can exceed those expectations.

Be visible. Don’t make your manager come looking for you to check on how things are going. Communicate often with them, especially if you’re struggling. 

Remind yourself that you’re likely on a PIP because they want to keep you, and because they believe you can get better. Unless you’re given reason otherwise, think of it as an opportunity to get back on track, not just a prelude to unemployment.