Performance improvement plans that are clear, fair and followed through.
It's week four of a six-week plan. The worker asks their team leader what they're meant to be doing differently. The goals were agreed in a meeting. The support that was promised wasn't written down, and the mid-point check-in got moved for a roster change.
A PIP isn't a document. It's a set of promises, on both sides.
Most performance improvement plans don't fail on the goals. They fail on
Follow‑through.
Leadership deserves a system.Key takeaways
- A fair PIP names the gap in plain words, sets measurable outcomes and writes down the support.
- Follow up regularly through the plan, not just at the final review.
- Use the Fair Work Ombudsman's template structure, and follow your own policy and any award or agreement.
What is a performance improvement plan?
In HR, PIP stands for performance improvement plan. It's a written plan that sets out where someone's work isn't meeting expectations, what needs to change, the support they'll get and when progress will be reviewed.
Done well, a PIP is a real chance to improve. Done badly, it's a box ticked on the way to a harder conversation.
Before you start one, check the cause. Sometimes a performance problem is really a workload, training or support problem. Poor support is a named psychosocial hazard in Safe Work Australia's model Code of Practice, and a PIP won't fix it. Read our psychosocial hazards guide.
The Fair Work PIP template
The Fair Work Ombudsman publishes a free performance improvement plan template. It recommends using it alongside its managing underperformance checklist and underperformance meeting plan template.
The details
Who the plan is for, their role, their manager, the plan period (typically 6 to 8 weeks), and the dates of an interim review and a final review.
Each objective
The required outcomes, the strategies, the support, who's responsible for what, and what happens if outcomes aren't met.
Sign-off and assessment
Signatures, a self-assessment by the worker and an assessment by the manager before each review.
A performance improvement plan, step by step
Raise it early, and listen
Talk about the concern informally first, with real examples, and ask what's going on before deciding what to do. A PIP shouldn't be the first time someone hears about it.
Name the gap in plain words
Say what's expected and what's happening, with examples and dates.
Agree outcomes you can measure
Quality, quantity or timeliness, so both people know what "met" looks like.
Write down the support
Training, a buddy, tools, time off the floor. Whoever is responsible gets a date.
Follow up regularly
Put the interim and final reviews in the plan and hold them on time. Check in on progress in between, so nothing waits until the end.
Close it properly
Met, extended or next steps. Write down which, and why.
Most PIPs don't fail on the goals. They fail on the follow-through.
Frontline leaders run plans around shifts, rosters, leave and sites with no signal. The check-in gets moved. The support promised depends on someone remembering it. The leader changes halfway through.
See how a check-in keeps it on trackFairness and Fair Work
This isn't legal advice. When the Fair Work Commission considers an unfair dismissal claim, it must take into account things like whether there was a valid reason, whether the person was told and given a chance to respond, and, where the dismissal relates to unsatisfactory performance, whether they were warned about it beforehand (Fair Work Act 2009, s387).
Reasonable management action carried out in a reasonable manner isn't bullying (s789FD(2)). A clear plan with dated check-ins means the worker knows where they stand, and the leader can show what support was given. That's fairer for both.
Get advice for your own situation, and follow your own policy and any award or enterprise agreement.
Why the record matters more in NSW from 1 July 2026
For psychological injury claims notified from 1 July 2026, NSW changed the rules. A claim now has to be caused by a defined "relevant event", such as violence, bullying, harassment or excessive work demands. A plan that feels unfair to the worker can quickly be described as bullying.
The reforms also strengthened the reasonable management action defence. Compensation isn't payable where the significant cause of the injury was management action that was reasonable and taken in a reasonable way. Performance appraisals, feedback, counselling, training and disciplinary action are all covered.
The defence doesn't stop a claim being made, and it turns on evidence: what your leaders actually did, and whether you can show it. This isn't about winning claims. It's about fewer people getting hurt, and fair processes when performance does need managing.
What a fair record looks like
- Week 1. A team leader raises tasks being missed at the end of shifts, with examples. The worker is struggling with a new task app, so they agree on a refresher and a buddy shift.
- Weeks 3 and 6. The leader checks in on what was agreed and notes whether it happened.
- Week 8. Things haven't improved enough, so a PIP starts, built on those earlier conversations.
- Later. If a claim alleging bullying is made, the record already shows every conversation, what was offered and what was followed through.
A record only helps if what it shows is fair. That's why the conversations matter more than the paperwork.
General information only, current as at November 2026, and not legal advice. Arrangements differ for self-insured employers. Source: Personal Injury Commission of NSW, workers compensation changes from 1 July 2026.
Get the PIP template with a check-in log
A two-page Word template you can edit for your team. It follows the structure of the Fair Work Ombudsman's template, with a check-in log added.
- Plan details, review dates and support person
- Objectives with what "met" looks like and the support agreed
- A check-in log for regular follow-ups
- Outcome and sign-off
General information only, not legal advice. We'll email you only if you tick the box.
How Note It tracks a PIP
Note It Check-ins hold the plan, the agreed actions, the support offered and the check-ins along the way. Every action gets an owner and a date, and stays open until it's closed. The next check-in opens with what's still outstanding.
Conversations that came before the plan link through, so a PIP doesn't appear out of nowhere. A leader can show they did what they said they would.
We never tape conversations. Leaders write short notes in their own words. Visibility follows your org structure, so a leader sees the teams beneath them, never peers or above.
"A fair PIP names the issue in plain language and sets reasonable objectives that give a clear way forward. Then it needs regular follow-ups, not just a final review. Check in through the plan, talk about progress, recognise what's improving and adjust the support where it isn't. The point isn't paperwork. It's improvement that lasts, and that's good for the worker and the organisation."
Adam Taylor, founder, Note It
Illustration. Names are examples.
See it
Which plans are open, and which check-ins are due.
Shape it
The same fair structure for every plan, on every site.
Prove it
What was agreed, what support was given and what changed.
Common questions
What is a PIP in HR?
PIP stands for performance improvement plan. It's a written plan that sets out a performance gap, the outcomes needed, the support on offer and the dates progress will be reviewed.
Is there a Fair Work PIP template?
Yes. The Fair Work Ombudsman publishes a free performance improvement plan template on fairwork.gov.au. It covers objectives, outcomes, support, responsibilities, review dates and sign-off.
How long should a PIP go for?
It depends on the role and the gap. The Fair Work Ombudsman's template suggests typically 6 to 8 weeks, with an interim review and a final review, and regular check-ins in between.
Is a PIP the same as a formal warning?
Not necessarily. Whether and when a formal warning is given depends on your policy, any award or enterprise agreement, and the situation. Get advice before you rely on a PIP as a warning.
Can Note It handle PIPs?
Yes. Check-ins cover performance improvement plans alongside one-on-ones, reviews and PDPs. Each agreed action has an owner and a due date, and stays open until it's closed.
Does Note It record PIP meetings?
No. We never tape conversations. There's no audio and no transcript. The leader writes a short note of what was raised, what was agreed and what happens next.
If it's not followed through, it didn't happen.
Think about the last PIP in your team. On day one, could the worker have told you exactly what support they'd get?