This section is written and managed by - Ankit Saraswat

First things first, PIP is not a first step to letting someone go.

Many companies use a PIP for most involuntary terminations, as documented support for releasing a team member. At Kuku FM, we think that giving someone a plan while you intend to let them go is a bad experience for the team member, their manager, and the rest of the team.

A PIP at Kuku FM is not used to "check the box"; a PIP is a genuine last chance to resolve underperformance. You should only offer a PIP if you are confident that the team member can successfully complete it. The team member should also be committed to successfully completing the PIP and maintaining the level of performance arrived at through the PIP. A PIP will not be successful unless the team member and the manager believes they can succeed.

Remember, that a PIP needs to be very tightly tied to measurable goals.

Sample PIP Structure

Date	Event	Action
Day 0	Create and share PIP	1-1 with team member and walk through the PIP
Day 15	Formal Check-in 1
Day 30	Formal Check-in 2	If negative, possibility of termination
Day 31	Refine 60 and 90 day goals
Day 45	Formal Check-in 3
Day 60	Formal Check-in 4	If negative, possibility of termination
Day 61	Refine 90 day goals
Day 75	Formal Check-in 5
Day 90	Formal Check-in 6	If negative, possibility of termination. If positive End of PIP

PIP Duration

It can vary from 30 days to 90 days based on the role requirement and mutual understanding. Intent is to make it fare and relevant. No point in dragging someone in PIP if the the required outcome can be achieved within a month.

How to deliver a PIP

Once the PIP is documented, schedule a meeting with the team member outside of the regular 1-1
Present the PIP to them and go through it with them. Read it verbatim and don't deviate from it or think of other things to add during the meeting
Re-iterate that you want them to improve and you're there to support them. You will be checking their progress each week (or day if really necessary)
Ask them if they have any questions
Inform People Ops that the PIP conversation has taken place and the document have been sent to the team member.

Maintaining confidentiality

The PIP process is between a manager and their direct report. Information shared in a PIP should be kept confidential by both participants. The only other set of people aware of the PIP are the manager of the manager, the senior executives of the organisation, and people ops. If underperformance becomes a reason for the person's exit, the individual should not be taken by surprise. For the rest of the company, the announcement of the person's separation should be a surprise.