Performance Improvement Plan
An improvement plan is what happens after a poor appraisal. It names what has to improve, how the improvement will be measured, by when, and what support the man is being given. It is signed by a supervisor and it has an end date.
What it is for
A low appraisal score on its own changes nothing and helps nobody. This screen turns it into a plan with dates: here is what has to be different, here is how we will know, here is when we will look again, and here is what the company is doing to help.
It is also the document that protects both sides. If the improvement does not come and the client has to act, the plan is the evidence that the man was told clearly and given time. If the improvement does come, the plan is the record that closes the matter properly instead of leaving it hanging over him.
A plan is not only for a bad score. Conduct, attendance, a skill gap and a probation review are all reasons to raise one, and they are all on the reason list.
Nothing on this screen scores anybody, and nothing here changes an appraisal. It sits beside the appraisal and is read by people, not by arithmetic.
Every field, in plain words
The plan
| Field | What it means | What to put in it | Notes |
|---|---|---|---|
| Transaction | The plan's own reference | Fills itself | Required |
| Transaction Date | The day the plan was raised | 12-Aug-2026 | Required |
| Employee, Name | Who the plan is for | 10427, Ahsan Raza | Required. Pick it from the list |
| Evaluation Cycle | The appraisal round the plan follows from | CYC-FY26 | Leave blank for a conduct or probation plan |
| Reason | Why the plan was raised | Below Expected Score | SCORE Below Expected Score. CONDUCT Conduct. ATTN Attendance. SKILL Skill Gap. PROBATION Probation Review. OTHR Other |
| Supervisor, Supervisor Name | The person responsible for seeing it through | 10188, Imran Sheikh | Required. Pick it from the list. Usually his own manager |
| Start Date | The day the plan starts | 01-Sep-2026 | Required |
| Review Date | The day the halfway conversation happens | 15-Oct-2026 | Set one. A plan with no mid point review is a plan nobody looks at until the end |
| End Date | The day the plan finishes | 30-Nov-2026 | Required. Ninety days is the usual length |
| Status | Where the plan has got to | Active | DRAFT Draft. ACTIVE Active. REVIEW Under Review. SUCCESS Closed, improved. FAILED Closed, not improved. CANC Cancelled |
| Progress Percent | How far through the plan's objectives he is | 60 | |
| Outcome | What the plan ended in | Recorded when the plan is closed | |
| Remarks | The overall note on the plan | Rejection improved from 4.1 to 2.2 percent by the October review | The paragraph somebody will read in a year |
Objectives
One line per thing that has to improve. Three or four is a plan. Ten is a wish.
| Field | What it means | What to put in it | Notes |
|---|---|---|---|
| Line # | Line number | Fills itself | |
| Objective | What has to change | Bring final inspection rejection on his line below 2.5 percent | Required. Write it so a third party could judge whether it happened |
| How It Is Measured | How you will know | Weekly final inspection report for his line | Required. This is the field that stops the plan becoming an argument |
| Target Date | When it has to be achieved by | 31-Oct-2026 | Required |
| Support Required | What the company is providing | Two days gauge handling training, daily check by the shift supervisor for the first fortnight | Fill it. A plan with no support is a warning letter wearing a plan's clothes |
| Progress Percent | How far along this objective is | 75 | Updated at the review |
| Completed | The objective has been achieved | Tick | |
| Remarks | What happened | Held below 2.5 percent for four consecutive weeks |
How to configure it
- Nothing to configure. Agree the standard plan length with the client, usually ninety days, and write it into the policy.
- Open the screen, name the employee, the supervisor and the reason, and link the appraisal round if the plan follows a score.
- Set the start, review and end dates before you write the objectives. The dates discipline the plan.
- Add three or four objectives. For each one write what has to change, how it will be measured, by when, and what support is being given.
- Set the status to Active and have the supervisor take the man through it, line by line.
- At the review date, update the progress on each line and the remarks. This is the conversation the plan exists for.
- At the end date, close the plan as improved or not improved, and record the outcome and the remarks.
- Where a Salary Revision was deferred because of the plan, settle it once the plan is closed.
Scenarios
"His rejection rate was terrible and his score was 1.9"
Raise the plan with the reason set to Below Expected Score, linked to that round. One objective on rejection with the weekly inspection report as the measure, one on gauge handling with the training as the support, ninety days, with a review at six weeks.
"He is on probation and we are not sure about him"
Same screen, reason set to Probation Review. The objectives are the things that will decide whether he is confirmed, which is a far better conversation than a yes or no at the end of three months.
"He improved, what now"
Close the plan as improved, record the outcome and the remarks, and settle any increase that was deferred. Leaving a successful plan open is unfair to the man and untidy in the record.
"He did not improve"
Close it as not improved, with the remarks saying what was done, what support was given and what actually happened. That record is what the client needs before taking any further step.
What it is connected to
- Employee Goal is where the score that triggered the plan sits.
- Evaluation Tracker is where the pattern should have been visible before the appraisal.
- Salary Revision is where a deferred increase is recorded, and settled once the plan closes.
- Training Request is where the support promised on a plan is usually arranged.
If something looks wrong
- "It will not save without a supervisor" - a plan nobody owns does not get followed. Name the person responsible.
- "An objective will not save" - it needs what has to change, how it will be measured, and a date. All three.
- "Nothing happened when the end date passed" - nothing is supposed to. The plan is closed by a person, who records the outcome. It does not close itself.
- "The plan did not change his appraisal score" - it does not. The plan sits beside the appraisal and is read by people.