How to Deliver a PIP

If you've ever worked in the corporate world, you're probably familiar with the term “performance improvement plan,” often shortened to PIP. There's also a good chance you don't feel super great about them because "PIP" often feels like the first step of getting fired. 

At its core, a PIP is a structured plan designed to support a struggling employee, not to justify firing them. And in the IT world, these plans can have unique challenges. In this article, we’ll dive into what PIPs are, why they’re particularly important (and challenging) in IT departments, and how to create and deliver them effectively. 

Whether you’re an IT manager, HR professional, or just someone curious about the process, this guide will help you make the most of PIPs. 

What are Performance Improvement Plans (PIPs)?

A Performance Improvement Plan (PIP) is a formal process used by employers to address and correct employee underperformance. It is a roadmap for improvement that includes goals, timelines, and how the employee will be supported. 

The intent of a PIP isn’t to humiliate employees or set them up for failure (though poorly executed PIPs sometimes do just that). Instead, it’s meant to:

• Clearly identify performance gaps with specific measurements such as missed KPIs, late deliverables, etc. 

• Provide employees with the tools, resources, and time to address these gaps, including actionable steps. 

• Give the employee a fair shot at turning things around.

• The timeline for improvement and specific goals that should be met. 

PIPs are essential in IT departments because roles can be highly specialized and technical. Addressing underperformance can mean the difference between a project delivered on time and a network outage that brings down an entire company.

How to Identify When a PIP is Necessary for IT Employees

Unlike roles with clear-cut performance indicators (such as: "sell 1,000 widgets"), IT professionals deal with complex technical challenges. A missed project deadline or buggy code could stem from skill gaps, unclear requirements, or even legacy systems older than the employees themselves. Pinpointing the root cause of underperformance isn’t always straightforward.

Underperformance in IT might look more like: 

• Consistently missing deadlines for coding, system upgrades, or deployments.

• Persistent bugs or errors in code beyond what is acceptable for their expected level of skill.

• Slow ticket resolution times or frequent unnecessary escalations to higher-tier support.

• Difficulty adapting to new tools or collaborating with team members.

Before jumping to a PIP, take a step back. Review their past performance reviews, KPIs, and feedback from peers, managers, and team leads. Talk to as many people as possible to get an accurate view of their performance—and any challenges they might face. 

How to Craft a PIP for IT Employees

The success or failure of a PIP depends heavily on how the PIP is created, what it includes, and how that information is communicated to the employee. A useful PIP should include the following: 

Clear, Measurable Objectives

"We need you to do better." isn't a helpful objective. Instead, define specific performance issues related to technical skills, work habits, or adherence to IT processes. Go for specifics, like: 

• Reduce bug rates by 25% within 60 days.

• Resolve at least 90% of assigned support tickets within SLA timelines.

• Complete the next sprint backlog with no more than two rollovers.

Make sure these goals align with their current job description and connect them to current performance metrics so they can see the required improvement. For example, "Increase resolved support tickets from 10 per week to 15 per week without escalation." 

Provide the Tools and Resources for Success

In most cases, an employee who fails to meet metrics is missing something—that may be resources, a lack of skill or training, or even mental bandwidth due to personal issues. Start by giving the employee a chance to explain why they are falling short. If the cause is a chronic health issue or the illness or death of a family member, help them understand the resources your location and company offer, such as bereavement time, caretaker leave, or FMLA. 

Then, offer technical training, mentorship, or access to updated tools to help the employee improve. This might include online IT training, a coding boot camp, or a certification course. If indicated, consider arranging for a mentorship, code reviews, or pair programming, where two developers work together. 

Establish Realistic Timelines

Rome wasn't built in a day, and it didn’t fall in a day either. IT skills, similarly, take time to build. Give employees a reasonable time to show improvement. Most PIP plans are at least 90 days, but considering the complexity of the IT role, set a reasonable timeframe for improvement. Schedule regular check-ins with the employees to review their progress and adjust the plan if necessary.

Ensure the PIP Aligns with Business Goals

When creating a PIP, show employees how their improvement directly contributes to the company’s success. Reducing bug rates improves the overall quality of the product and ensures the team meets critical deadlines, such as a Q2 product launch, which supports broader organizational growth objectives. 

Tying the employee’s performance goals to achieving company milestones can also boost their motivation. This makes the PIP feel less like a punitive measure and more like a collaborative effort to drive success for both the individual and the organization.

How to Deliver the PIP to Your Employee

How you deliver the PIP can be even more important than writing it. Decide on an appropriate block of time and provide some flexibility in case the meeting runs long. You don't want to have to end the conversation early to make it to another meeting. Usually, 30 minutes to an hour is sufficient. 

Prepare for the Discussion

Before delivering the PIP, review it thoroughly to ensure it’s transparent, fair, and based on concrete, data-driven examples of underperformance. Gather evidence, such as missed project deadlines, unresolved tickets, or coding errors, to illustrate where improvement is needed. 

Collaborate with HR and IT managers to ensure the plan aligns with company policies and reflects the specific requirements of the employee’s technical role. Proper preparation sets the stage for a constructive discussion and avoids making the process feel rushed or arbitrary.

Create a Constructive, Supportive Atmosphere

Begin the conversation by highlighting the employee’s strengths or positive contributions, such as their willingness to help team members or their dedication to learning new skills. This shows that the PIP isn’t about tearing them down but about building them up.

Framing the discussion as an opportunity for growth can help reduce defensiveness and lead to a more productive conversation. 

Present the PIP Clearly

Walk the employee through the PIP in detail, starting with the specific performance issues that need to be addressed. Use clear, factual language and avoid being overly critical or vague. 

Then, outline the goals and expectations, ensuring they’re measurable, achievable, and tied to the job responsibilities. This clarity ensures no confusion about what success looks like or how it will be measured.

Discuss Support and Resources

After outlining the objectives, explain what resources, tools, or training will be available to help the employee improve. For example, mention opportunities for technical training, mentorship, or additional support, such as pair programming. Highlight the company’s commitment to helping them succeed by ensuring they have everything they need to meet the PIP’s goals.

This collaborative approach makes the process feel less isolating and more like a partnership.

Encourage Open Dialogue

Ask for the employee's perspective on the challenges they're experiencing. External factors, such as unclear project requirements or outdated tools, may contribute to their struggles and should be addressed with support.

Ask them to suggest solutions or identify areas where they feel they need additional help. An open dialogue builds trust and makes it easier to customize the PIP to their needs. 

Establish Regular Check-ins

Schedule weekly or bi-weekly meetings to discuss progress and address any challenges. Use measurable data to show improvements in technical performance or work behavior (e.g., improved ticket resolution times, fewer system errors.) Ask for feedback from the employee, and use this information to adjust the PIP if necessary.  

After the PIP: Monitor Improvement and Next Steps 

At the end of the PIP, schedule a meeting with the employee to discuss the next steps. During this meeting, offer balanced feedback that highlights both improvements and areas still needing attention. Ensure that the feedback is specific to their tasks and aligns with the measurable goals set in the PIP. 

If improvement is seen, celebrate the employee’s progress and integrate them back into regular performance reviews. If performance remains poor, consider exploring further support options or alternative actions, including role reassignment or termination. HR will likely be involved with this process. 

Finally, document the outcome of the PIP. Maintaining a clear record of the PIP process, results, and outcome for transparency and in case further action is required. 

Conclusion

PIPs are valuable tools for addressing underperformance in IT departments. When implemented thoughtfully, PIPs help turn challenges into opportunities for growth, which benefits both employees and the organization as a whole. 

Delivering a PIP doesn’t have to feel like a confrontation—and it shouldn't feel that way to you or the employee. It should be presented as a way to guide employees to success. By focusing on constructive feedback, clear goals, and collaborative solutions, managers can help their teams thrive while reinforcing the importance of continuous learning and development.

Ongoing training is one of the most effective ways to support IT teams. See how CBT Nuggets's LMS integration can help your organization learn new skills.