Written by Gabby Daymond, Founder of HerHR
HR Strategist (14+ years experience) | LLB Law Degree | Supporting employees across Australia to navigate workplace challenges with clarity and confidence.
Last updated: June 2026
Quick Summary
Receiving a PIP can feel confronting, but it does not automatically mean termination. Your initial response can significantly impact your position. Avoid emotional reactions and focus on gathering information. Understand exactly what concerns have been raised. Create a plan to address issues and document your progress. Independent guidance can help you understand your options.
“I’ve Been Put On A PIP.”
Few workplace conversations create as much anxiety as hearing those words.
Many employees immediately assume:
“I’m getting fired.”
Sometimes they panic.
Sometimes they become defensive.
Sometimes they disengage completely.
The reality is usually more complicated.
A PIP is not automatically the end of your employment.
But it is something that should be taken seriously.
What Is A PIP?
A Performance Improvement Plan (PIP) is a structured process designed to address concerns about performance.
Typically it will outline:
• Areas of concern
• Expected standards
• Improvement actions
• Timeframes
• Review points
A well-run PIP should provide clarity around what is expected and what success looks like.
The Biggest Mistake Employees Make
The biggest mistake I see is reacting emotionally in the meeting.
For example:
“This is unfair.”
“You’re targeting me.”
“This came out of nowhere.”
Even if those feelings are understandable, expressing them immediately rarely improves your position.
A better approach is:
“Thank you for explaining the concerns. I’d like some time to review the information and come back with any questions.”
Calm creates options.
Emotion often reduces them.
Don’t Assume The Outcome Is Decided
Some employees believe a PIP automatically means termination.
That’s not always true.
I’ve seen employees successfully complete PIPs and continue in their roles.
I’ve also seen poorly managed performance processes.
The key is not making assumptions before you understand the situation.
Step 1: Read Everything Carefully
Before responding, review:
• The concerns raised
• Supporting examples
• Timeframes
• Expectations
• Any performance measures
Ask yourself:
Do I understand exactly what they say is not meeting expectations?
Vague concerns are difficult to address and can sometimes indicate a process with a pre-determined outcome. If the concerns are unclear, it becomes almost impossible to know what success looks like.
Specific concerns are easier to work with. You should be given clear examples and measurable expectations so that you have a meaningful opportunity to improve and demonstrate that improvement.
Step 2: Separate Facts From Feelings
This can be difficult.
Especially when feedback feels unfair.
Try to separate:
Facts:
• What has actually been alleged?
• What evidence exists?
Feelings:
• How do I feel about the process?
Both matter.
But treating them separately often helps create a stronger response.
Step 3: Identify The Real Issue
Sometimes the issue is genuinely performance.
Sometimes it isn’t.
Other contributing factors may include:
• Lack of training
• Unclear expectations
• Excessive workload
• Health issues
• Workplace conflict
• Disability-related impacts
• Role changes
Understanding the real issue is critical.
Because the solution depends on the cause.
Step 4: Start Documenting
Good records matter.
Keep notes of:
• Meetings
• Feedback
• Achievements
• Questions raised
• Support provided
• Progress made
Documentation creates clarity.
And clarity is valuable.
Step 5: Ask Questions
If something is unclear, ask.
For example:
• What does success look like?
• How will progress be measured?
• What support is available?
• What examples support this concern?
Clarity reduces uncertainty.
What If I Think The PIP Is Unfair?
This is one of the most common concerns people raise.
Sometimes the process is fair.
Sometimes aspects of it may be problematic.
The important thing is that identifying potential issues with the process won’t usually make the PIP disappear, but it may change your strategy and what steps you should take next.
Understanding your options and responding strategically is usually more effective than reacting emotionally.
What If ADHD, Illness Or Other Factors Are Relevant?
This is where things become more nuanced.
Performance concerns do not exist in isolation.
Health conditions, disabilities and workplace circumstances can sometimes be relevant.
The best approach depends heavily on the individual situation.
This is one reason personalised guidance can be valuable.
Need Help Understanding Your Position?
If you’ve been placed on a PIP and don’t know what to do next, a Workplace Strategy Session can help you understand your options and create a practical plan.
Perfect if you’re feeling overwhelmed or unsure how to respond.
If you can’t find a suitable appointment time, or you’re dealing with an urgent workplace issue, please call 0481 578 653 and I’ll do my best to fit you in.
Frequently Asked Questions
Does a PIP mean I’m getting fired?
Not necessarily. A PIP is a performance management tool, not an automatic termination decision.
Should I argue during the meeting?
Generally, it is more effective to gather information first and respond strategically rather than react emotionally.
Can I ask questions about the PIP?
Absolutely. Understanding expectations is important.
Should I get advice?
Many employees find independent guidance helpful when navigating a performance management process. It can help you understand your options, respond strategically, identify any concerns with the process, and protect your rights.
Seeking advice early often provides greater opportunity to influence outcomes than waiting until the process has progressed.
Disclaimer: This article shares general information on workplace rights in Australia and is not legal advice. For support tailored to your situation, consider seeking independent HR or legal support.
