## CONFIDENTIAL: PERFORMANCE IMPROVEMENT PLAN **Employee Name:** John [Surname] **Employee Role:** Junior Sales Development Representative (tenure: 8 months) **Duration:** 30 days, [Start Date] to [End Date] **Manager:** [Name] | **HR Partner:** [Name] ### 1. Statement of Performance Deficiencies The following gaps have been identified between role expectations and current performance. Items in brackets must be filled in with actual data from your CRM and email systems before the plan is delivered. - **Outbound call activity:** The role expects [X] outbound calls per day (the team standard). Over the past [30] days, John averaged [Y] calls per day, which is [Z]% of the expectation. *(Pull from CRM or dialer reports.)* - **Written communication quality:** John's outbound emails contain spelling and grammar errors. Review of [N] sample emails from [dates] found [N] with errors that required correction or could affect client perception. *(Attach 3-5 specific examples.)* - **Client response time:** The team standard is a response within [1 business day] of a client inquiry. Between [dates], [N] client inquiries received responses after more than [N] business days. Specific instances: [client/date/delay]. *(Document each client complaint with date and source.)* ### 2. Measurable Objectives & KPIs Targets are set to be achievable for a junior SDR at this tenure. Calibrate them against what peers at the same level actually achieve. - **KPI 1, Call volume:** Complete at least [X] logged outbound calls per working day, measured weekly in the CRM. Target: 95% of working days meet the minimum by Day 30. Interim target: 80% by Day 14. - **KPI 2, Email accuracy:** Zero spelling or grammar errors in a weekly random sample of 10 outbound emails reviewed by the manager. John may use a spell-check or proofreading tool. Target: no more than 1 minor error per sample by Day 14, and zero by Day 30. - **KPI 3, Response time:** Respond to 100% of client inquiries within 1 business day (or the acknowledged same-day standard), as measured by inbox timestamps. Target: 95% compliance in Weeks 1-2 and 100% in Weeks 3-4. - **KPI 4, Pipeline activity (optional, if applicable to the role):** Book at least [N] qualified meetings by Day 30, in line with the team's junior SDR benchmark. ### 3. Employer Support & Resources The company commits to the following to give John a fair opportunity to succeed: - A 60-minute session in Week 1 to walk through expectations, targets, and the tools used to measure them. - Business writing and email etiquette training or a style guide, plus access to a proofreading tool. - Pairing with a high-performing SDR for call shadowing and 2 sessions of call coaching. - A call-block schedule and CRM task reminders to help him structure his day. - A clear channel to raise obstacles (workload, tooling, process, or personal circumstances) at any time without penalty. ### 4. Review Schedule & Check-ins | When | Format | Documentation | |---|---|---| | Day 1 | PIP delivery meeting (manager + HR) | John signs to acknowledge receipt (not agreement) | | Weekly (Days 7, 14, 21) | 30-minute one-on-one | Written summary of metrics, feedback, and support given, shared with John within 24 hours | | Day 15 | Formal midpoint review with HR | Written assessment of progress against each KPI | | Day 30 | Final review meeting | Written outcome with supporting data | All summaries are filed with HR. John may add written comments to any record. ### 5. Consequences & Termination Threshold This plan is intended to give John a genuine opportunity to meet the expectations of his role. If sustained improvement is demonstrated and maintained, the plan will be closed. If the objectives above are not met by the end of the 30-day period, the company may take further action, up to and including termination of employment, in accordance with company policy and applicable law. Meeting the objectives during this period does not guarantee continued employment if performance subsequently declines. The company reserves the right to act earlier in the event of serious misconduct unrelated to this plan. **Acknowledgment:** I have received and discussed this plan. My signature confirms receipt, not necessarily agreement. Employee: ____________ Date: ______ Manager: ____________ Date: ______ HR: ____________ Date: ______ ### Manager Coaching Notes 1. **Lead with data, not labels.** Drop "lazy" and "just not cutting it" entirely, in the meeting and in writing. Show John the call logs, email samples, and complaint dates, and ask for his perspective before presenting the targets. Hearing his side may reveal a fixable cause such as tooling, unclear expectations, or workload. 2. **Don't pre-decide the outcome.** "I want him gone if he doesn't fix this immediately" is a risk if it surfaces in emails or conversation, because it undermines the claim that the PIP was offered in good faith. Treat the 30 days as a real chance, deliver every support item, and hold every check-in on schedule. Skipped support or missing documentation is what typically weakens these plans. 3. **Check consistency and context first.** Confirm that peers at the same level are held to the same call and response standards, and that John hasn't recently raised a health issue, leave, or complaint, since those could change the legal picture. Have HR or employment counsel review the final plan against your local laws, as requirements vary by jurisdiction. The bracketed fields need your real metrics before this goes to John. If you send me the call, email, and response-time data, I can fill them in and tighten the KPIs. I can also put this into a Word document or shareable doc.