Received a PIP? It's not a hearing, but there are 3 steps you need to take

A few years ago, in one of my previous roles in the recruitment field, I accompanied a candidate who came to me after receiving a PIP (Performance Improvement Plan) at the company where she worked. She was in complete panic, certain that this was the end of her path at the company and that she must find a new job immediately. We sat down to analyze the situation, and instead of choosing the escape option, she decided to stay and face it. She took the goals defined for her very seriously, asked her direct manager for weekly status meetings instead of waiting for the end of the period, and documented every bit of her progress to have for later. After eight weeks, she not only survived the process but was even promoted about a year and a half later. I have had occasion to recall this story quite a bit in the last year, because it accurately illustrates what I think people miss when talking about PIP.

So wait, is a PIP actually a hearing?

This story leads to a question that arises for almost everyone who receives a PIP: "Is this actually a hearing?".

The short answer is: No. A hearing is a right anchored in law for every employee in Israel, even in the private sector, just before a decision is made on the continuation or termination of their employment. A PIP, on the other hand, is a completely different tool that is used at an earlier stage. In principle, it is intended to provide a real opportunity for improvement, and not to serve as a dismissal in fancy packaging.

I know there is quite a bit of cynicism around this process, but from my experience working with companies and managers – when done right, it is a completely legitimate management tool. A good manager defines clear goals, will provide the necessary tools and time, and examines honestly and fairly whether there has really been improvement and whether the employee met the goals. The problem begins only when the PIP becomes a procedural stage on the way to a result that everyone has already decided on in advance.

High-tech of the recent period: the rules of the game have changed

The last year, without a doubt, has increased the pressure around this tool from all directions. We are witnessing a wave of layoffs in high-tech on a scale not seen here for years, tens of thousands of employees are in the job search cycle, and well-known companies (starting from Monday or Wix) have announced significant cuts in recent months. The combination of a weak dollar along with the rapid penetration of AI tools into development roles and the uncertainty around changes the expectations from every employee, and this is also reflected in the way companies use PIP.

Today, I see PIP processes that are shortened to six weeks instead of three months. In addition, there is use of PIP also in management layers that were once considered almost immune to it. The goals are now defined in a much sharper and measurable way – partly because companies are aware that if the process rolls into a hearing and then to legal proceedings, they will be required to present orderly documentation. This is not necessarily a bad thing, but it means that an employee in such a status must be much more alert and vigilant than was customary just two or three years ago.

Behind the scenes: who actually makes the decision?

Before we move on to some practical tips, it is worth pausing for a moment on what happens behind the scenes when a PIP is decided upon, because it affects how you should approach the process. Look, there is no uniform formula here, and the process depends very much on the size of the company, the management culture, and the seniority of the role. In small companies or in junior roles, the direct manager is the one who usually leads the process, with the HR department involved mainly to ensure its correctness and documentation.

However, as you move up the ranks or when it comes to larger companies (local or GAFAM for example), there is almost always an additional management layer in the picture: the HR manager, a VP, and in particularly senior roles also the CTO or the CEO. This means that the manager sitting in front of you is usually not the sole decision-maker. Sometimes, a short and substantive conversation with HR (without bypassing the direct manager, of course), can provide a more accurate picture regarding the real expectations from the process and your chances of success.

Received a PIP? Here are 3 steps you need to implement

1. Demand clarification in writing regarding the goals

My first recommendation to anyone who consults with me on the subject is to demand a breakdown of the goals in writing, and not to settle for vague phrasing. "To improve communication" is not a goal, it is a headline. In practice, the requirements I encounter most often are much more tangible, such as: meeting deadlines that were missed in the past, improving cooperation with other teams (following complaints or bottlenecks), or increasing the quality and pace of output – whether it is writing code, meeting sales targets, or closing projects on time. If the manager is not willing to go down to these resolutions, this in itself is a signal that is important to pay attention to. Ask them to explicitly define what success will look like in six or eight weeks, and if possible – what will be the consequences of meeting these goals.

1. Document the process (and demand ongoing feedback)

The second recommendation is to document. This does not mean a meticulous record of every word like in a legal protocol, but a substantive summary. After every status meeting with the manager, it is worth writing down a few points for yourself: when the conversation took place, what were the main points, and what was agreed that you would perform until the next meeting. Beyond that, do not settle for personal documentation, but ask for clarifications actively. If a certain point remains vague, do not try to guess. Send the manager a short email summarizing your understanding of the conversation and ask for their confirmation. This action will not only provide you with clarity, but will also create orderly documentation (On record) without unnecessary drama, and will oblige both parties to accuracy.

1. Do not sink only into a war of survival

The third recommendation, and perhaps the most important of all, is not to narrow yourself only to survival efforts in the organization. Even if the PIP process is proceeding as planned, at the same time, this is an excellent time to refresh your resume and check the state of the market. This step does not indicate disloyalty, but professional and mature conduct in a period when each of us must know our value outside the company.

Bottom line, it is important to remember that even if the PIP ends up in dismissal – you are still entitled to a hearing by law, to prior notice, and to severance pay, regardless of the feelings that accompanied the process. I emphasize this in almost every consultation on the subject, because many employees assume that from the moment of receiving the form, their fate is sealed. This is simply not true, and sometimes, the difference between those who succeed in the process and those who do not, lies not in talent, but in the willingness to take control of the situation.