Why don’t I believe in PIPs (Performance Improvement Plans)? Because in practice, they’re a death sentence. When a manager puts an employee on one, it’s usually because they need a documented, legal excuse for HR to let the person go without exposing the employer to a wrongful termination lawsuit.

The Manager Has Already Given Up

A PIP means the manager feels there are no longer any options to coach, guide, or provide feedback. By the time it’s issued, management has already decided the relationship isn’t working. The PIP isn’t a genuine attempt at improvement, but paperwork at this point.

The Employee Pays the Price

For the employee, a PIP creates real psychological and mental strain. They know they’re on the chopping block, yet they’re expected to outperform normal expectations just to keep their job. That pressure creates a vicious cycle: stress leads to worse performance, which reinforces the manager’s original judgment, which adds more stress.

On top of that, most employees quietly start job hunting the moment they’re put on a PIP, since they know the odds are stacked against them. That divided attention only hurts their productivity, which is a negative for both the employee and employer.

What Should Happen Instead

Real performance issues should be addressed early and informally, through direct, honest feedback and regular 1:1s, long before a formal process is required. If a manager waits until a PIP to have that conversation, then the damage to trust is already done.

Final Thoughts

If you’re ever put on a PIP, don’t treat it as a wake-up call. Treat it as a sign to start looking for your next opportunity on your own terms. Very few employees survive a PIP and land back in good standing, so use the time to prepare for an exit rather than hoping to prove yourself.