A client recently came to me feeling stuck. They had an underperforming employee who’d been on a Performance Improvement Plan (PIP) for several months with little change. After trying to open a protected conversation to explore a mutual exit, the employee simply refused to engage—leaving the business unsure what to do next.
They wanted to act fairly, avoid unnecessary conflict, and stay within the law. I guided them through their options step by step, using my ER Toolkit and templates to make the process more manageable.
Step 1: Review and Reframe
We began by reviewing the performance records—including the original PIP, meeting notes, and any informal support offered. Everything was well documented and consistent, so we had a solid foundation.
Next, I helped the client reframe their approach.
