Managing poor performance is one of the more difficult responsibilities employers face.

An employee may consistently miss targets, produce work below the required standard or struggle to meet the expectations of their role. In some cases, informal feedback and coaching may be enough to resolve the issue. In others, a more structured approach may be necessary.

A Performance Improvement Plan (PIP) can provide that structure. It gives the employee clear expectations, identifies where improvement is required and sets out the support and timeframe available to help them meet the required standard.

However, a PIP is not a shortcut to dismissal or a guarantee that an employer has followed a fair process. Problems can arise where targets are unrealistic, the employee is given insufficient time or support, similar employees are treated differently, or the outcome appears to have been decided before the process has finished.

For Irish employers, the way a PIP is introduced and managed can become particularly important if performance concerns eventually lead to disciplinary action, dismissal or a complaint to the Workplace Relations Commission (WRC).

In this guide, we explain when Performance Improvement Plans can help, where employers commonly get them wrong and how businesses can manage poor performance fairly while reducing the risk of workplace disputes.

What Is a Performance Improvement Plan?

A Performance Improvement Plan is a structured process for addressing ongoing performance concerns.

Rather than simply telling an employee that their performance needs to improve, a PIP sets out the specific areas of concern, the standard expected and how progress will be assessed.

A typical PIP may include:

• The specific areas where performance is below expectations.
• The standard the employee is expected to meet.
• Clear and measurable improvement objectives.
• The support, training or coaching available.
• A reasonable timeframe for improvement.
• The dates or frequency of review meetings.
• How progress will be assessed.
• What may happen if the required improvement is not achieved.

The purpose of a PIP should be to give the employee a genuine and reasonable opportunity to improve.

It also gives the manager and employee a clearer framework for discussing progress rather than relying on vague expectations or informal feedback.

Importantly, there is no universal legal requirement in Ireland for every employer to use a PIP before taking action over poor performance. Whether a PIP is appropriate will depend on the circumstances, the employer’s procedures and the nature of the performance issue.

 

When Does a Performance Improvement Plan Make Sense?

A PIP may be appropriate where an employee consistently falls below the reasonable standards expected for their role and informal feedback, guidance or coaching have not resulted in sufficient improvement.

Examples might include an employee who:

• Regularly misses agreed targets or deadlines.
• Produces work below the required standard.
• Continues making significant errors despite feedback.
• Struggles to perform key responsibilities of their role.
• Has not improved after additional guidance or coaching.
• Is not meeting clearly communicated performance expectations.

However, not every workplace problem is a performance issue.

Poor performance can sometimes be linked to:

• Inadequate training.
• Unclear expectations.
• Excessive workload.
• Lack of resources.
• Changes to the employee’s role.
• Poor management or supervision.
• Personal circumstances.
• A health condition or disability.

Misconduct is also different from poor performance. Deliberately refusing to follow a reasonable instruction, for example, may need to be addressed through a disciplinary process rather than a capability or performance process.

Before introducing a PIP, employers should therefore ask:

Why is the employee not meeting the required standard?

Understanding the underlying issue can sometimes resolve the problem without the need for a formal performance process.

 

When Can a PIP Create Legal Risk?

A PIP does not automatically make a performance management process fair.

The document itself is only one part of the overall process. If the underlying approach is unfair, inconsistent or predetermined, putting the process into a formal PIP will not necessarily resolve the problem.

Common warning signs include:

• Setting unrealistic or impossible targets.
• Applying standards that are different from those applied to comparable employees.
• Giving the employee insufficient time to improve.
• Failing to provide appropriate training or support.
• Ignoring relevant health or disability information.
• Changing expectations without explaining why.
• Treating every setback as evidence of failure.
• Deciding on dismissal before the PIP has been completed.

These issues can become particularly important if the process eventually leads to dismissal or another employment dispute.

A PIP can provide useful evidence of how performance was managed, but only where the process behind it was genuine, reasonable and properly documented.

 

Mistake 1: Setting Targets the Employee Cannot Realistically Meet

A PIP should provide a realistic opportunity for improvement.

Problems can arise where targets are:

• Vague.
• Impossible to measure.
• Unrealistically high.
• Significantly different from the standards applied to colleagues.
• Not connected to the employee’s actual responsibilities.

Simply telling an employee to “improve their performance” does not provide enough clarity.

Employees should understand what is expected, how their performance will be measured and when progress will be reviewed.

For example, rather than:

“Improve the quality of your work.”

a more useful objective might identify the relevant standard, such as:

“Reduce avoidable errors in monthly reports and ensure all reports meet the agreed accuracy requirements before submission.”

The exact target will depend on the role, but the principle is the same: the employee needs to know what successful improvement looks like.

Employers should also be able to explain why the targets are reasonable.

If expectations suddenly become significantly higher once an employee is placed on a PIP, the process may appear less focused on genuine improvement and more focused on creating evidence for a later decision.

 

Mistake 2: Giving the Employee Too Little Time to Improve

Improvement takes time.

An employee may need to develop new skills, change working practices or demonstrate that improvements can be maintained consistently.

There is no single timeframe that is appropriate for every PIP in Ireland.

The appropriate period will depend on:

• The employee’s role.
• The nature and seriousness of the performance concerns.
• How long improvement would reasonably take.
• Whether training or support is required.
• How performance can realistically be measured.

Regular review meetings can help both sides understand whether progress is being made.

If an employee is clearly improving but has not yet reached every objective, employers should consider the progress made before deciding whether additional time or support is appropriate.

A PIP should not simply be treated as a countdown to a predetermined outcome.

 

Mistake 3: Failing to Provide Appropriate Support

A PIP should not simply list everything an employee is doing wrong.

If the objective is improvement, the employer should consider what support may reasonably help the employee reach the required standard.

Depending on the circumstances, this could include:

• Additional training.
• Coaching or mentoring.
• Clearer instructions.
• Additional feedback.
• Access to appropriate tools or resources.
• More frequent one-to-one meetings.
• Clarification of priorities or responsibilities.

The support should relate to the actual performance concerns.

For example, if an employee is struggling because they have not been properly trained on a new system, simply setting a higher productivity target is unlikely to resolve the underlying problem.

Providing appropriate support also gives the employer a clearer opportunity to assess whether the employee can improve when given a reasonable chance to do so.

 

Mistake 4: Ignoring Health or Disability Issues

A decline in performance is not always simply a capability issue.

An employee may be experiencing a health condition or disability that affects their ability to perform certain aspects of their role.

If an employer becomes aware that a disability may be contributing to performance concerns, it should consider the relevant obligations under Irish employment equality legislation before progressing the matter without further review.

Depending on the circumstances, this may involve:

• Discussing the issue with the employee.
• Obtaining appropriate medical or occupational information where necessary and appropriate.
• Considering whether reasonable accommodation may be required.
• Reviewing duties or working arrangements.
• Considering adjustments to equipment or the working environment.
• Assessing whether the performance standards remain appropriate after relevant adjustments.

Employers should avoid making assumptions about an employee’s health or disability.

At the same time, health information should not simply be ignored because the employer has already started a PIP.

Where a disability or health condition may be relevant, obtaining appropriate HR advice early can help employers determine the most appropriate way to proceed.

 

Mistake 5: Using a PIP When the Outcome Has Already Been Decided

One of the biggest risks arises when a PIP is used to justify a decision that management has already made.

If the intention is to remove an employee rather than give them a genuine opportunity to improve, the process can quickly lose credibility.

Warning signs can include:

• Unrealistic objectives.
• Refusing to acknowledge genuine improvement.
• Moving the goalposts during the process.
• Discussing dismissal as inevitable before the PIP has concluded.
• Treating minor setbacks as evidence that improvement is impossible.
• Focusing only on evidence that supports the original concerns.

A PIP should remain focused on the question:

Can the employee meet the required performance standard if given a fair opportunity and appropriate support?

If performance improves, that improvement should be recognised.

If performance does not improve despite appropriate support and a reasonable opportunity, the employer can then consider what action may be appropriate based on the circumstances and its applicable procedures.

 

What Should a Fair PIP Process Look Like?

A fair performance improvement process starts before the PIP document is issued.

Employers should first identify the performance concern, consider why it is happening and make sure the employee understands what is expected.

A structured process will generally include:

1. Identify the performance concern

Clearly document what the employee is not meeting and why it matters to the role.

2. Give the employee an opportunity to respond

The employee should have an opportunity to explain any factors affecting their performance.

3. Set clear objectives

Define what needs to improve and how success will be measured.

4. Agree a reasonable timeframe

Allow sufficient time for meaningful improvement based on the nature of the role and issue.

5. Provide appropriate support

Consider whether training, coaching, resources or other support are required.

6. Review progress regularly

Hold scheduled meetings and provide clear feedback.

7. Document the process

Keep appropriate records of objectives, meetings, feedback, support and progress.

8. Consider the overall position before deciding what happens next

Look at the employee’s progress, response and circumstances rather than treating the PIP result as an automatic decision.

Employers should also follow their own performance management, capability or disciplinary procedures where applicable.

Consistency is particularly important where similar performance issues have been dealt with differently for other employees.

 

What Happens If Performance Does Not Improve?

Sometimes an employee will not reach the required standard despite clear objectives, appropriate support and a genuine opportunity to improve.

An unsuccessful PIP does not automatically mean dismissal.

Depending on the circumstances, the employer may consider:

• Extending the PIP where genuine progress has been made.
• Providing additional training or support.
• Reviewing whether the original objectives remain appropriate.
• Issuing a formal warning where the applicable procedure provides for this.
• Considering whether another suitable role or alternative arrangement is available.
• Progressing towards dismissal where the performance concerns remain unresolved and a fair procedure has been followed.

Where dismissal is being considered, employers should ensure they follow the applicable procedure and their own policies.

The fact that an employee has failed to meet PIP objectives is only one part of the overall assessment.

The employer should also consider:

• The seriousness of the performance concerns.
• The objectives that were set.
• The support provided.
• The employee’s response.
• The progress made.
• Any relevant health or disability considerations.
• Previous warnings or discussions.
• Whether the employee was given a reasonable opportunity to improve.

Completing a PIP does not automatically make a subsequent dismissal fair.

 

How Employers Can Reduce PIP Risk

Performance problems are generally easier to manage when employers address them early.

Regular feedback, clear expectations and effective management can prevent concerns from developing into a formal performance process.

Where a PIP is necessary, employers should:

• Clearly document the performance concerns.
• Give the employee an opportunity to respond.
• Consider whether there is an underlying cause.
• Set realistic and measurable objectives.
• Give the employee a genuine opportunity to improve.
• Provide appropriate training and support.
• Hold regular review meetings.
• Record progress and feedback.
• Apply performance standards consistently.
• Consider health and disability issues where relevant.
• Follow the organisation’s applicable procedures.
• Seek appropriate HR advice before moving towards dismissal.

A PIP works best when improvement remains the genuine objective.

A structured and consistent process can help employees understand what is expected while giving employers a clearer basis for making fair, evidence-based decisions.

 

PIP Checklist for Irish Employers

Before starting a Performance Improvement Plan, ask:

Performance

• Is the performance concern specific and evidence-based?
• Does the employee understand the required standard?
• Have expectations been communicated previously?

Process

• Has the employee had an opportunity to respond?
• Is a PIP appropriate for this particular issue?
• Does the process comply with the company’s own procedures?

Objectives

• Are the targets realistic?
• Are they measurable?
• Are they appropriate for the employee’s role?

Support

• Does the employee need additional training or coaching?
• Are they being given the resources needed to improve?
• Are review meetings scheduled?

Equality and health

• Could a health condition or disability be affecting performance?
• Has the employer considered whether reasonable accommodation may be relevant?

Documentation

• Are concerns, objectives and meetings being recorded?
• Is progress being documented consistently?
• Can the employer explain how decisions were reached?

This checklist can help employers identify potential weaknesses before a PIP begins.

 

How HR Team Can Help

Managing poor performance can become difficult when informal feedback has not worked or managers are unsure how to move to a formal process.

HR Team works with employers across Ireland to manage performance issues fairly and consistently. Our HR specialists can help you:

• Identify the appropriate performance management process.
• Develop clear and realistic Performance Improvement Plans.
• Review performance management policies and documentation.
• Support managers through difficult performance conversations.
• Advise on health or disability considerations.
• Guide employers through warnings and formal procedures.
• Support employers where dismissal is being considered.

Getting advice early can help prevent performance concerns from developing into more serious workplace disputes.

A well-managed PIP gives employees a genuine opportunity to improve while helping employers make clear, evidence-based decisions.

Contact HR Team today for practical support with performance management and Performance Improvement Plans.

 

Frequently Asked Questions

What is a Performance Improvement Plan?

A Performance Improvement Plan is a structured process for addressing ongoing performance concerns. It sets out where improvement is needed, the standards the employee is expected to meet, the support available and how progress will be reviewed.

When should an employer put someone on a PIP?

A PIP may be appropriate when an employee consistently falls below reasonable performance standards and informal feedback, coaching or support have not resolved the problem.

Before starting a PIP, employers should consider whether factors such as unclear expectations, inadequate training, workload, health or disability may be contributing to the issue.

Is a PIP legally required in Ireland?

There is no general legal requirement for every employer to use a PIP before taking action over poor performance.

However, employers should follow fair procedures and their own applicable policies when managing performance concerns. A PIP may be a useful way of providing structure and demonstrating that an employee was given a reasonable opportunity to improve.

How long should a PIP last in Ireland?

There is no fixed legal timeframe for a PIP in Ireland.

The appropriate period depends on the employee’s role, the nature of the performance concerns and how long it would reasonably take to demonstrate improvement.

The employee should be given a genuine opportunity to meet the required standards.

Can an employee be dismissed for failing a PIP?

Potentially, but failing to meet PIP objectives does not automatically make a dismissal fair.

Employers should consider the overall process, the objectives set, the support provided, the employee’s progress and response, and any relevant health or disability issues.

Where dismissal is being considered, the employer should follow the applicable fair procedures and its own policies.

Does an employer need to provide training during a PIP?

Not every PIP requires formal training.

However, employers should consider what support the employee reasonably needs to improve. Depending on the circumstances, this could include training, coaching, clearer guidance, additional resources or regular feedback.

What happens if poor performance is linked to a disability or health condition?

Employers should consider relevant health or disability information before deciding how to proceed.

Where a disability is involved, Irish employment equality law obligations, including reasonable accommodation, may apply. Employers should consider the individual circumstances rather than treating the issue solely as a performance problem.

Can a Performance Improvement Plan be challenged at the WRC?

A PIP does not automatically create a standalone WRC claim.

However, the way an employer manages a PIP can become relevant to disputes involving dismissal, discrimination or other employment rights.

Unrealistic targets, inconsistent treatment, inadequate support or a predetermined outcome can make an employer’s position harder to defend.

What records should employers keep during a PIP?

Employers should keep appropriate records of the original performance concerns, objectives, meetings, feedback, training or support provided and the employee’s progress.

Clear documentation helps demonstrate how the process was managed and why any later decisions were made.