Performance Issue
Manager
Firm
Delivering a performance improvement plan conversation
You have to put a struggling employee on a formal plan.
Strategy
No surprises, no softening. State the gap, the standard, the timeline, and the consequence. Then commit to real support. Partner with HR before the meeting.
This is a formal conversation and I want you to hear it clearly. You are going on a performance improvement plan starting Monday, running 60 days. The gap is closed-won volume: the target is eight per quarter, you are at three for two quarters. The plan defines what success looks like week by week. If you hit it, the plan closes. If you do not, it will lead to separation. I would rather you succeed, and here is the coaching I am putting behind it.
If they push back
If they say it feels like they are being managed out: "That is a fair fear. I will not pretend the stakes are low. What I can tell you is that the targets in this plan are achievable and I have seen people clear them."
What not to say
- This is just a formality
- Do not worry about it too much
- HR is making me do this
- You will probably be fine
Follow-up
Attached is the signed plan with weekly checkpoints. Our first is Monday at 9. Bring blockers — that is what the time is for.