Email template · Performance and feedback
Performance improvement plan email
In short
A performance improvement plan email invites an employee to a PIP meeting or confirms in writing the plan you discussed: the performance gaps, measurable goals, support offered, check-in dates and what happens at the end. Below are templates for the meeting invitation, the post-meeting summary, a midpoint check-in and the outcome.
When to send it: Send the meeting invitation a day or two before the conversation, never the PIP itself as a surprise. Send the written plan within one business day after the meeting, then check-in notes after each review.
Performance improvement plan email: 4 versions
PIP meeting invitation
SubjectMeeting on [Meeting Date] to discuss your performance
Hi [First Name], I'd like to meet with you on [Meeting Date] at [Meeting Time] in [Location or Video Link] to talk about your performance in [Area, e.g. call quality and schedule adherence] and a plan to help you meet expectations. [HR Partner Name] from HR will join us. We'll go over where things stand, the specific goals for the next [Plan Length], and the support we'll provide. You'll have time to ask questions and share your view. If you need an accommodation for the meeting, or if there's something affecting your work you'd like us to know about, tell me or [HR Partner Name] before then. [Manager Name] [Title], [Company]
Written plan after the meeting
SubjectYour performance improvement plan: [Start Date] to [End Date]
Hi [First Name], Thanks for meeting with [HR Partner Name] and me today. As discussed, this email and the attached plan confirm your performance improvement plan, which runs from [Start Date] to [End Date]. Where performance needs to improve: - [Gap 1, with data, e.g. quality score averaged 72% over the last 8 weeks against a target of 85%] - [Gap 2] What success looks like by [End Date]: - [Measurable Goal 1] - [Measurable Goal 2] Support we'll provide: [Support, e.g. two side-by-side coaching sessions a week with Team Lead Maria Lopez, refresher module on call handling]. We'll review progress on [Check-In Dates]. If you meet the goals, the plan closes and we go back to regular check-ins. If performance doesn't reach the required level, further action may follow, up to and including termination of employment. Please sign the attached plan to confirm you've received it. Signing doesn't mean you agree; you can add written comments, which will be kept with the plan. I want this to work, and I'll do my part. [Manager Name] [Title], [Company]
Check-in summary
SubjectPIP check-in notes: [Check-In Date]
Hi [First Name], Summary of today's check-in on your performance improvement plan: - Progress: [What improved, with numbers] - Still below target: [What hasn't, with numbers] - Next steps before [Next Check-In Date]: [Actions for employee and manager] If anything here doesn't match your understanding, reply by [Reply Date] and I'll add your comments to the record. [Manager Name]
Successful completion
SubjectYour performance improvement plan is complete
Hi [First Name], I'm glad to confirm that you've met the goals in your performance improvement plan. Over the plan period your [Metric] went from [Starting Value] to [Ending Value], which is at the expected level for your role. The plan is now closed. We'll keep meeting for regular 1:1s, and I expect you'll keep performing at this level. Thanks for the effort you put in. It showed. [Manager Name] [Title], [Company]
Subject line ideas
- Meeting on [Meeting Date] to discuss your performance
- Your performance improvement plan: [Start Date] to [End Date]
- Follow-up from today's meeting
- PIP check-in notes: [Check-In Date]
- Next review of your plan: [Next Check-In Date]
- Your performance improvement plan is complete
SMS and WhatsApp version
Hi [First Name], it's [Manager Name]. I've sent an email inviting you to a meeting with me and [HR Partner Name] on [Meeting Date] at [Meeting Time] about your performance and next steps. Please check your email and confirm you can attend.
Placeholders to replace: [First Name], [Manager Name], [HR Partner Name], [Meeting Date], [Meeting Time], [Location or Video Link], [Area], [Plan Length], [Start Date], [End Date], [Gap 1], [Measurable Goal 1], [Support], [Check-In Dates], [Check-In Date], [Next Check-In Date], [Reply Date], [Metric], [Starting Value], [Ending Value], [Title], [Company]
The email follows the conversation, never replaces it
A PIP delivered by email with no meeting reads as the first step of a termination, and employees treat it that way: they stop trying, start job hunting or call a lawyer. The right order is a short invitation, a face-to-face or video meeting with HR present, then the written plan the same day or the next.
The invitation should say what the meeting is about in plain terms. "A quick chat" that turns out to be a PIP damages trust with the employee and with everyone they tell. You don't need to put the whole plan in the invitation, but you shouldn't hide the subject.
By the time a PIP is on the table, the employee should already have heard about the problem. In most organizations it comes after documented coaching and at least one warning email. If this is the first time they hear their performance is a concern, expect them to dispute it, and expect HR to ask why.
What the written plan must cover
- The gaps, with evidence. Numbers, dates, examples. "Average handle time 9:40 vs. a team target of 7:00 over six weeks" beats "calls are too long."
- Measurable goals that an outside reader could score as met or not met.
- The support you will provide: coaching sessions, training, tools, shadowing. A PIP with no support looks like paperwork for a decision already made.
- The plan length: 30, 60 or 90 days. Thirty is common for frontline roles with daily metrics; 60 to 90 for roles where results show slowly.
- Check-in dates, usually weekly or every two weeks.
- The possible outcomes, including termination, stated factually.
Keep the plan itself as a document attached to the email rather than buried in the body. Our performance improvement plan template has every section, and storing it with your document templates keeps wording consistent across managers.
Legal and fairness checks before you send
HR should review every PIP before it goes out. A few things to check:
- Consistency. Would another employee with the same numbers be on a plan? Inconsistent use of PIPs is a common thread in discrimination claims under Title VII, the ADEA and the ADA.
- Timing. A PIP issued shortly after an employee complains, requests leave or reports a safety issue can look like retaliation, even if the performance problem is real. Document the timeline carefully.
- Protected leave and disability. If performance dropped around a medical issue, pregnancy or caregiving, check whether FMLA, ADA accommodation or the Pregnant Workers Fairness Act applies before starting a plan.
- Achievability. Goals that no one on the team meets are not a fair standard.
Outside the US, many countries require a formal capability process with specific notice and representation rights. Rules vary by state and country; this is general information, not legal advice.
Tone that gives the plan a real chance
Write it as you'd say it to their face with HR in the room: direct, specific and without adjectives about the person. Avoid words like "unacceptable," "lazy" or "attitude." Describe behavior and results. One sentence of genuine intent ("I want this to work") is worth including if you mean it.
A PIP can and does turn performance around, particularly when the cause is a skills gap or unclear expectations rather than motivation. Managers who meet weekly, coach on real calls or tasks and acknowledge progress see far better outcomes than those who set the goals and wait for day 60. For a fuller explanation of how plans work, see the glossary definition of a performance improvement plan.
Ending the plan
Send a written outcome on the end date: completed successfully, extended (with a reason and a new date, used sparingly) or not met. If the employee didn't meet the goals and the decision is to separate, use a separate termination email after the termination meeting rather than putting the decision in a PIP check-in note. If they succeeded, say so clearly. A plan that just goes quiet leaves the employee unsure whether they're still on it.
Frequently asked questions
How do you write a PIP email to an employee?
Use the email to invite them to a meeting, then to confirm the plan in writing afterward. The written version lists the performance gaps with evidence, measurable goals, support, check-in dates, the plan length and possible outcomes, with the full plan attached.
What should a PIP meeting invitation say?
The date, time and place, who will attend (usually HR), and an honest one-line purpose: to discuss performance in a named area and a plan to improve it. Offer a way to raise accommodation needs before the meeting.
Should an employee sign a performance improvement plan?
Most employers ask for a signature acknowledging receipt. Make clear that signing doesn't mean agreement and let the employee add written comments. If they refuse to sign, note that on the document with a witness.
How long should a PIP last?
Typically 30, 60 or 90 days. Shorter plans suit roles with daily measurable output, such as contact center agents; longer plans suit roles where results take weeks to show.
Can a PIP be sent by email only?
It can, but it is poor practice. Deliver it in a meeting with HR present and use email to confirm the plan in writing. A PIP sent only by email is more likely to be seen as a step toward a decision already made.
What happens if an employee fails a PIP?
Outcomes include an extension, a move to a different role or termination, depending on your policy. Hold a separate meeting to communicate the decision and confirm it in writing.