Guide to a performance improvement plan (PIP) dismissal timeline
Value bundles that include this:
JUMP TO...
Why this guide is necessary
The guide
Specifications
If you wish to dismiss an employee due to concerns with poor performance, use this timeline to help you understand the steps.
This guide will assist you in navigating from a scenario in which you have not yet voiced concerns about an employee's performance to one in which you are in a position to terminate for poor performance.
Why this guide is necessary
A Guide to a Performance Improvement Dismissal Timeline is a document that outlines the steps that an employer should take to dismiss an employee for poor performance. The guide typically includes a timeline of actions that the employer should take, such as setting performance goals, providing feedback and coaching, and conducting performance reviews. The purpose of the guide is to ensure that the employer follows a fair and consistent process when dismissing an employee for poor performance, and to minimize the risk of legal action or disputes.
The guide may also include information on the legal requirements for performance improvement dismissals, such as the need to provide written warnings, opportunities for the employee to improve their performance, and the right to appeal the decision.
Overall, a Guide to a Performance Improvement Dismissal Timeline can be a useful tool for employers to manage poor performance in a fair and consistent manner, while also protecting themselves from legal risks.
Specifications
5 mins
638 words, 2 pages A4
1 November 2024
Guide to a performance improvement plan (PIP) dismissal timeline
The schedule was developed with the assumption that there are no medical or other concerns influencing performance, that complete assistance and training have been provided, that the desired performance is fair, and that particular instances of poor performance are provided.
Timescales are approximate and subject to change for a variety of reasons.
It may be feasible to adhere to this timetable more rapidly depending on the type and severity of the performance problems; the individual's reply; and/or if they do not appeal official warnings issued.
| Date | Step | Outcome |
| Day 1 | Initial meeting to raise concerns |
Review performance overall, strengths and weaknesses, and make sure specific details and examples are given of areas of concern. Ask whether there is training/support that is required to achieve required level of performance and ask whether there is anything else you need to know which might be affecting his/her performance. Agree specifics about what improvements need to be seen and agree a review date. |
| 1 month | Review meeting |
Review objectives agreed at the last meeting. If they have been achieved, revise them and set them to be reviewed again. If they haven't been achieved, warn that failure to achieve required improvement might result in disciplinary/capability procedure. Repeat discussion about training/support/other issues affecting performance. |
| 2 months | 2nd review meeting |
Assuming the objectives haven't been achieved, you can consider using the disciplinary/capability procedure now. |
| 2 months + 5 days | First disciplinary hearing invite |
Letter setting out concerns and inviting to hearing. |
| 2 months + 10 days | First disciplinary hearing |
Follow disciplinary/capability procedure carefully, resulting in first level warning (usually a verbal warning). Set objectives for improvement. |
| 2 months + 15 days | Manage employee appeal (where required) |
Follow disciplinary appeal procedure carefully. |
| 3 months | Review meeting |
Further meeting reviewing performance, and assuming improvement not happening, warning of further disciplinary hearing. |
| 3 months + 5 days | Second disciplinary hearing invite |
Letter setting out concerns and inviting to hearing. |
| 3 months + 10 days | Second disciplinary hearing |
Follow procedure carefully, resulting in second level warning (usually a first written warning). Set objectives for improvement. |
| 3 months + 15 days | Manage employee appeal (where required) |
Follow disciplinary appeal procedure carefully. |
| 4 months | Review meeting |
Further meeting reviewing performance, and assuming improvement not happening, warning of further disciplinary hearing. |
| 4 months + 5 days | Third disciplinary hearing invite |
Letter setting out concerns and inviting to hearing. |
| 4 months + 10 days | Third disciplinary hearing |
Follow disciplinary/capability procedure again, resulting in third level warning, usually final written warning. |
| 4 months + 15 days | Manage employee appeal (where required) |
Follow disciplinary appeal procedure carefully. |
| 5 months | Review meeting |
Further meeting reviewing performance, and assuming improvement not happening, warning of further disciplinary hearing. |
| 5 months + 5 days | Fourth disciplinary hearing invite |
Letter setting out concerns and inviting to hearing. |
| 5 months + 10 days | Fourth disciplinary hearing |
Follow procedure/capability carefully, and assuming no improvement, result is dismissal.. |
| 5 months + 15 days | Manage employee appeal (where required) |
Follow disciplinary appeal procedure carefully. |
Why choose our Guide to a performance improvement plan (PIP) dismissal timeline?
Our content:
Organisations that recently bought this:
