---

name: prompt-pack-performance-improvement-plan
description: Use when drafting a performance improvement plan (PIP) for an underperforming employee. Covers specific performance issues, SMART goals, measurable targets, support resources, check-in schedule, timeline, and consequences for non-improvement. MENA-first: addresses UAE Labour Law, KSA Labour Regulations, Lebanese Labour Code, and Egyptian Labour Law requirements for disciplinary documentation before dismissal, as well as DIFC/ADGM employment frameworks.
license: MIT
metadata:
id: prompt-pack.performance-improvement-plan
category: prompt-pack
practice_area: employment
priority: P2
intent: [drafting, performance-improvement-plan]
related:
- prompt-pack-non-compete-agreement
- heuristic-always-state-jurisdiction-first
source: Louis — HAQQ Legal AI (github.com/sboghossian/mini-claude-for-legal)
version: "1.0"

Performance Improvement Plan

When to use this

Use this skill when an employer needs to place an employee on a formal performance improvement plan as a structured intervention before considering disciplinary action or dismissal. A well-drafted PIP serves three purposes: (1) gives the employee a genuine opportunity to improve; (2) documents the employer's compliance with procedural fairness requirements; (3) establishes the evidentiary record required to support a lawful dismissal if performance does not improve.

Jurisdictional importance: In MENA jurisdictions, labour courts place significant weight on whether an employer provided adequate notice of performance deficiencies and a reasonable opportunity to improve before dismissal. A PIP that is a sham (designed to fail) will not protect the employer; a PIP that is genuine and properly documented is strong evidence of procedural compliance.

Triggers:

• "Draft a PIP for our Marketing Manager who has missed targets for two consecutive quarters."
• "We need to put an employee on a formal performance plan before we consider letting them go."
• "Create a performance improvement template for HR to use consistently."

Required inputs

Input	Why it matters	Default
Employee name and role	Identifies the PIP subject	Ask user
Company name	Identifies the employer	Ask user
Specific performance issues	The documented, objective deficiencies that prompted the PIP	Ask user — must be specific, not vague
SMART goals	The measurable targets the employee must achieve	Ask user — must be achievable
PIP duration	The period over which performance will be assessed	30 / 60 / 90 days — ask user
Support provided	What the company will do to help the employee succeed	Ask user
Check-in schedule	Frequency and format of progress reviews	Bi-weekly with line manager
Governing law / jurisdiction	Determines mandatory procedural steps	Ask user

Optional inputs

• Prior disciplinary record (if any prior informal warnings)
• HR Business Partner involvement
• Whether a union representative is involved (if applicable)
• Whether notice of potential dismissal must be included in the PIP

PIP document structure

---

PERFORMANCE IMPROVEMENT PLAN
CONFIDENTIAL — EMPLOYMENT RECORD

Employee: [Name]
Position: [Job title]
Department: [Department name]
Manager: [Line manager name]
HR Representative: [Name]
PIP Start Date: [Date]
PIP Review Date: [Date — typically 30/60/90 days after start]

---

Section 1: Purpose of This Plan

This Performance Improvement Plan is designed to:

• Clearly identify the specific areas where [Employee Name]'s performance has not met [Company Name]'s expectations
• Set clear, measurable targets for improvement
• Provide [Employee Name] with structured support to achieve the required improvement
• Document the steps taken and the outcomes of this process

This PIP is not a disciplinary action. It is a formal performance management process. Successful completion of this plan will remove the performance concerns and allow [Employee Name] to continue in their role.

Important: If the required improvements are not achieved by [Review Date], [Company Name] may take further action up to and including termination of employment in accordance with applicable law.

---

Section 2: Performance Concerns

Document each performance issue with objective, specific, and factual language. Avoid generalizations.

Performance area 1: [e.g., Sales Target Achievement]

• Required standard: [e.g., Achieve monthly sales target of [AED/SAR X] as set out in the sales plan for Q[X]]
• Observed performance: [e.g., Achieved [X]% of target in [Month 1], [Y]% in [Month 2], [Z]% in [Month 3]]
• Impact: [e.g., Team's aggregate target shortfall of [AED X] in the past quarter; company revenue projections impacted]
• Evidence: [Performance reports dated [X]; meeting notes dated [X]; prior feedback conversation dated [X]]

Performance area 2: [e.g., Reporting Deadlines]

• Required standard: [e.g., Submit weekly activity reports by 5:00 pm each Friday]
• Observed performance: [e.g., Reports submitted late in [X] of the last [Y] weeks; two reports not submitted at all in [period]]
• Impact: [e.g., Management cannot track pipeline accurately; delays in forecasting]
• Evidence: [Report submission logs; email correspondence dated [X]]

---

Section 3: Improvement Goals (SMART Format)

For each performance area, set goals that are Specific, Measurable, Achievable, Relevant, and Time-bound.

Goal	Measure	Target	Deadline
Achieve monthly sales target	Sales system revenue data	[X]% of monthly target for [2 of 3 months] during PIP period	[Date]
Submit weekly reports on time	Submission timestamp log	100% of reports submitted by 5:00 pm Friday; no missed submissions	Rolling throughout PIP period

---

Section 4: Support Provided by [Company Name]

To support [Employee Name] in achieving the improvement goals, [Company Name] will provide:

• Coaching: [Line Manager Name] will conduct bi-weekly 1:1 coaching sessions; first session on [Date]
• Training: Enrollment in [Training Program Name] — [Date/Duration]
• Resources: Access to [specific tools, data, or systems] previously unavailable
• Mentoring: Introduction to [Mentor Name] from [Department] for [specific skill area] by [Date]
• Clear feedback: Manager will provide written feedback after each check-in meeting summarizing progress against goals

---

Section 5: Check-In Schedule

Check-in	Date	Format	Participants	Purpose
Week 2 check-in	[Date]	30-min meeting	Employee + Manager	Review initial progress; address early obstacles
Week 4 check-in	[Date]	45-min meeting	Employee + Manager + HR	Formal mid-point review; document progress
Week 6 check-in	[Date]	30-min meeting	Employee + Manager	Progress update
Final review	[PIP Review Date]	1-hour meeting	Employee + Manager + HR	Final assessment of goal achievement

Documentation: The manager will prepare a brief written record after each check-in (delivered to employee within [2 business days]) confirming the topics discussed, progress assessed, and any adjustments to the support plan.

---

Section 6: Outcomes

At the conclusion of the PIP period ([Review Date]), one of the following outcomes will apply:

1. Goals achieved: Performance meets the required standards. PIP is completed successfully. A written confirmation of completion will be placed on the employee's record. Normal performance management resumes.

2. Partial progress: Significant improvement demonstrated but not all goals fully met. Company may extend the PIP for a further [30] days with revised targets, or, at Company's discretion, proceed to outcome 3.

3. Insufficient improvement: Required improvement standards not achieved. Company will initiate a formal disciplinary process, which may result in further warnings or termination of employment in accordance with applicable law and the Company's disciplinary procedure.

---

Section 7: Employee Acknowledgment

The employee acknowledges receipt of this PIP and that it has been explained to them.

Employee statement: _____________________________________________
[Employee may add comments or disagreement here]

---

Signature	Name	Title	Date
Employee
Line Manager
HR Representative

---

Jurisdictional notes on PIPs and dismissal

Jurisdiction	Key requirements before dismissal for performance
UAE (onshore Labour Law)	Warning(s) required before dismissal for performance reasons; if employer dismisses without warning and opportunity to improve, courts typically award 3 months' wages as compensation; written documentation of performance issues strongly recommended. End-of-service gratuity remains payable even on dismissal for performance (not misconduct).
DIFC (Employment Law)	Procedural fairness required; documented process (warning, opportunity to improve, decision) protects against unfair dismissal claims; DIFC Courts assess reasonableness of the employer's decision-making process.
ADGM	Similar to DIFC; ADGM Employment Regulations require fair process before dismissal.
KSA (Labour Regulations)	Two documented warnings required before dismissal for performance in most cases; HRSD (Ministry of Human Resources) can scrutinize dismissals; GOSI gratuity obligations unaffected by performance dismissal (unlike misconduct).
Lebanon (Labour Code)	Termination for performance requires notice and NLIF (National Labour Institution Fund) notification; courts assess good faith; redundancy payments apply.
Egypt (Labour Law)	Social insurance and notice obligations; termination for repeated underperformance documented through HR process; referral to arbitration committee required in some cases before dismissal.

MENA general principle: Labour courts across MENA jurisdictions generally favor employees in dismissal disputes. A well-documented PIP is the employer's primary protection against an arbitrary dismissal finding. Ensure all check-in notes are retained; the employer bears the burden of demonstrating just cause.

Garden leave / notice: If employment is terminated at the end of a failed PIP, the employee is entitled to statutory or contractual notice. Payment in lieu of notice is common; do not terminate on the PIP review date without addressing notice obligations.

Common mistakes

• Vague performance concerns: "attitude issues" or "not meeting expectations" without objective evidence are legally weak; courts dismiss such grounds; specify the behaviors and document the evidence.
• Unrealistic targets: a PIP designed to fail (targets no reasonable employee could meet in the timeframe) will not protect the employer and may be considered bad faith.
• No support offered: failure to provide any support undermines the PIP's procedural legitimacy in common-law and many civil-law jurisdictions.
• No employee acknowledgment: the employee should sign the PIP; if they refuse, document the refusal in writing with a witness.
• Failing to follow through on check-ins: skipping scheduled check-ins and then terminating without warning is grounds for an unfair dismissal finding.
• Treating PIP as equivalent to a final warning without saying so: if dismissal may follow, say so clearly; surprise terminations after a PIP not disclosed as disciplinary are challenged successfully.

Related skills

• [[prompt-pack-non-compete-agreement]]
• [[heuristic-always-state-jurisdiction-first]]