Have you ever seen anyone improve and be kept on after being put on a PIP? I have survived a few write ups. Even a final that lasted a year and turned things around. More and more though PIP's just seem like a tool to either get someone to leave or have the documentation to let them go. Have you, or have you seen, anyone get through a PIP and come out the other side an improved employee?

One of my previous employers did that and used it as an excuse to let me go even though I had very little training or help with improvement from the manager. Glad I left though it was a toxic work environment anyway. And my current tried it but because I have ADHD but also pointed out that the things I had asked for to help me with my job, hadn't been put in place since the last meeting they couldn't do anything as well as getting a new boss/line leader that had a say in my progress said I was good enough and improved enough and passed the 1 year probation (was 6 months but got extended twice because of an operation and recovery during my probation to basically make it "fair" on me but covering their asses more than anything) I recently started taking meds for my ADHD which also helped. So they're stuck with me for now. I also wouldn’t put it pass the management above my line leader to not try something. But as a neurodivergent its unfortunately shit that I call normal, being told to perform and keep up with neurotypical. Its unfair but sadly still very common. Which is why I've been learning my employees rights and joined a union.

The purpose of a PIP is to allow the individual time to find a new job, management is simply waiting out the requirements from HR to prevent a wrongful termination suit. I’ve written several PIPs, there is no graduation from one, designed to end employment.

I was explicitly told by my manager when let go "I'm sorry, we can see you've improved but until you're consistently above this it just doesn't go away". And they were surprised when I already deemed it a done deal on the final hearing. PIPs are absurd bureaucracy to cover their asses.

The company I was an AM at had variations of write-ups. Some of them were your typical violation write-up, some of them were performance-related. We didn’t have anything labeled a PIP. You were given a written record of conversation first for performance, then a performance notice. PNs were written and executed exactly like PIPs. I definitely saw them work well.

It did come down to the manager. Most managers at my location were great and really did their best to help the employee. There were some rough ones with one manager (who ended up being fired for HR issues, no surprise PNs with him went horribly), and some employees who had long since given up on the job, but for the most part, they worked.

I feel like it really comes down to the intent of the people involved in giving the PIP, even more than the motivation of the employee receiving it. But of course, if the employee is just absolutely done with the job, it won’t go anywhere regardless of intent.

I listened to a HR podcast the other day… and how much an employer is supposed to support the person with the PIP…
I don’t think any employers actually do that

I don't know what industry you're in, but, in hospitality, a write up means you're going to be fired, eventually. They want documentation of your actions/behavior that justifies your termination. What warrants a write up at your place of employment?

I was put on one and my manager was really supportive and now I’m leaps & bounds a better person because of it and excelling in the areas I needed to grow. They can make or break a person, so it really depends on how you react when you are put on one. Also, if I didn’t perform, that gives them documentation and reason enough to let me go. They have all the proof that the employee wasn’t performing & it can’t be fought against if there’s a dispute for wrongful termination. I hated it, but having been thru it (and survived), I’m grateful for the growth.

A PIP is a legal document which HR must speak to the company lawyer about before giving out to the employee. It is documentation that will be used in a court of law after the employee is terminated (usually 30-90 days after given) to prevent any awards (back pay, front pay, etc.) to the employee in the event of a wrongful termination lawsuit.

If you are put on a PIP make sure there are clear and documented expectations on exactly how you can get off of it, so that you can provide evidence that you have indeed improved.

I’ve seen a few successful ones but have had to use it as a way to get rid of a bad employee unfortunately it’s a flawed tool.

I have seen it. Very rare though, usually a pip is worded in a way that it is impossible to meet the expectations. The only time I have ever seen a person keep their job (I am including my own) is when they just temporaraly lost focus on the job and where able to rally. It did help that 3 other people in their position rage quit and the business could not afford to fire them. Usually, once you are on a pip you should start looking for a new job. I had more often seen people put on a pip and fired the next day.

These comments are very disturbing. I have used PIPs in the past with about a 50% success rate. They are a valuable tool if done with a spirit of helping someone. I believe that if your area of responsibility is successful you should look out a window (understand that your team made it successful) if it is failing, look in a mirror.

In my experience, a PIP can absolutely lead to meaningful improvement when it’s built the right way—clear expectations, measurable goals, consistent coaching, and genuine partnership between the employee and leader. I’ve seen several employees not only complete a PIP successfully but go on to become some of the most consistent performers on the team.

The key difference is intent. When a PIP is used as a coaching framework—rooted in transparency, data, and support—it gives the employee structure, clarity, and a fair opportunity to reset. When it’s used strictly as documentation for separation, the outcome is usually predetermined.

I approach PIPs as a success plan, not an exit plan. I make sure the employee understands the “why” behind each expectation, has the tools to improve, and feels ownership in the process. When that partnership is there, I’ve seen people absolutely turn things around and sustain that improvement long after the PIP ends.