handbook: Remove PIPs #4309
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handbook: Remove PIPs #4309
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Refined the language and structure of the coaching plans section to enhance clarity and impact.
This was referenced Dec 23, 2025
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allthedoll
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Dec 24, 2025
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I made some language changes that are less 🔪 and more 🤝
| # Coaching Plans | ||
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| A Coaching Plan is tool for managers to aid in development of their team | ||
| A Coaching Plan is a tool for managers to aid in development of their team |
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| A Coaching Plan is a tool for managers to aid in development of their team | |
| A Coaching Plan is a tool managers use to support a team member’s development. | |
| It helps them grow in their role through a structured plan, built and completed together with their manager’s mentorship. |
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| structured plan to be completed with the manager's mentorship. Coaching plans can | ||
| be used both proactively for career development and when addressing performance | ||
| concerns, always with a focus on growth, support, and clear expectations. |
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| structured plan to be completed with the manager's mentorship. Coaching plans can | |
| be used both proactively for career development and when addressing performance | |
| concerns, always with a focus on growth, support, and clear expectations. | |
| Coaching Plans can be used proactively for career development and role growth, and they can also be used to address performance concerns with support and clear expectations. |
| ## When to Use a Coaching Plan | ||
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| A coaching plan should be initiated by a team members manager when: | ||
| A coaching plan should be initiated by a team member's manager when: |
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| A coaching plan should be initiated by a team member's manager when: | |
| A Coaching Plan may be initiated by a team member’s manager when: |
| A coaching plan should be initiated by a team members manager when: | ||
| A coaching plan should be initiated by a team member's manager when: | ||
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| - A team member shows potential for growth |
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| - A team member shows potential for growth | |
| - A team member shows potential for growth or expanded impact |
| A coaching plan should be initiated by a team member's manager when: | ||
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| - A team member shows potential for growth | ||
| - The growth area is specific and coachable |
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| - The growth area is specific and coachable | |
| - The growth area is specific, observable, and coachable |
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| If an employee has been on a Coaching Plan before for performance issues and for the same | ||
| reasons enters this stage of the underperformance policy again, the CEO and manager can opt | ||
| for not providing another Coaching Plan. This ensures that a Coaching Plan is a genuine | ||
| opportunity for change. |
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| If an employee has been on a Coaching Plan before for performance issues and for the same | |
| reasons enters this stage of the underperformance policy again, the CEO and manager can opt | |
| for not providing another Coaching Plan. This ensures that a Coaching Plan is a genuine | |
| opportunity for change. | |
| If an employee has previously completed a Coaching Plan for the same concerns and re-enters | |
| this stage, the company may determine that a different approach is appropriate. | |
| This helps ensure Coaching Plans remain a meaningful tool for growth. |
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| ### Termination | ||
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| If an employee's performance does not improve, or if they violate the terms of |
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| If an employee's performance does not improve, or if they violate the terms of | |
| If performance does not improve despite sustained coaching and support, or if serious | |
| policy violations occur, termination may be considered. |
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| their Coaching Plan, they may be terminated. Termination will be based on a documented | ||
| pattern of underperformance or unacceptable behavior. |
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| their Coaching Plan, they may be terminated. Termination will be based on a documented | |
| pattern of underperformance or unacceptable behavior. | |
| Termination will be based on a documented pattern of underperformance or unacceptable behavior. |
| feedback regularly to minimize the chance for surprises during the written review. | ||
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| The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Performance Improvement Plan (PIP)](/handbook/peopleops/organization/#performance-improvement-plan-(pip)), | ||
| The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Coaching Plan](/handbook/peopleops/coaching-plans/) for performance issues, |
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| The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Coaching Plan](/handbook/peopleops/coaching-plans/) for performance issues, | |
| The performance review process will be skipped in the following circumstances: new employees who have been with the company for fewer than 6 months at the time of the review cycle, employees who have been on extended leave, and employees who are currently engaged in a [Coaching Plan](/handbook/peopleops/coaching-plans/) where focused development work is already underway. |
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| The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Performance Improvement Plan (PIP)](/handbook/peopleops/organization/#performance-improvement-plan-(pip)), | ||
| The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Coaching Plan](/handbook/peopleops/coaching-plans/) for performance issues, | ||
| or employees who are in the middle of role transitions or organizational changes that would make a standard review inappropriate. In cases where the formal review is skipped, managers should still provide informal feedback and check-ins to ensure ongoing communication and support. |
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| or employees who are in the middle of role transitions or organizational changes that would make a standard review inappropriate. In cases where the formal review is skipped, managers should still provide informal feedback and check-ins to ensure ongoing communication and support. | |
| In cases where the formal review is skipped, managers should still provide informal feedback and check-ins to ensure ongoing communication and support. |
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PIP's are a genuine opportunity to reset the baseline at the company, however, they're interpreted differently. As such, they're removed in favour of coaching plans.
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