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How this fits in: The PIP SOP tells you how to run a Performance Improvement Period. This document tells you when to start one, who can initiate it, how often it should happen, and when the exit door opens. Read this before opening a PIP.

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1. Purpose

A PIP is a serious step. This SOP exists to make sure PIPs are:

• Used sparingly — they're the structured backstop after coaching has not closed a gap, not a default management tool.
• Initiated consistently — same evidence, same sign-off, regardless of who flags the concern.
• Bounded — there are clear limits on repeat PIPs and on same-issue PIPs, so we know when the conversation needs to shift from improvement to exit.

If a PIP feels like the obvious first move, it probably isn't. Loop back to Not yet — and here's how and the Soft Skills Framework first.

2. Pre-requisites — what must be tried first

Before a PIP can be formally opened, the following should already have happened:

1. Specific feedback has been given verbally and in writing, with examples tied to the Soft Skills Framework or role expectations.
2. A "Not yet — and here's how" plan has been tried for the relevant dimension(s), with at least one full check-in cycle to see whether coaching moved the needle.
3. The gap is documented — dates, examples, what was tried, what changed (or didn't).

If any of these are missing, the answer is "not yet a PIP" so go back and run the coaching loop properly first.

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Exception: If the issue is serious misconduct (dishonesty, harassment, confidentiality breach, material risk), this doesn't apply — see Section 5 for the fast-track path.

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3. Who can initiate a PIP

A PIP can be proposed by any of:

• The team member's circle lead