handbook: Remove PIPs

src/handbook/peopleops/coaching-plans.md

@@ -4,53 +4,40 @@ navTitle: Coaching Plans
 
 # Coaching Plans
 
-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
 members, helping them grow in their role and improve their performance through a
-structured plan to be completed with the managers mentorship. Unlike
-[Performance Improvement Plans (PIPs)][pip], coaching plans are proactive, focus
-on growth, and come without the formal burden of a PIP. 
+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. 
 
 ## Purpose and Philosophy
 
-Coaching plans are built on the principle that all team members have potential
-for growth. Either in their job skills, company value alignment, or the
-operational execution of their role. Coaching plans are a positive force that
-will be deployed for team members to prepare them for career advancement, job
-role changes, and other changes.
+Coaching Plans are built on the belief that all team members have potential for growth — in their job skills, alignment with company values, or execution of their role.
+
+Coaching Plans are a positive, intentional investment. They are used to help team members prepare for career advancement, role changes, and evolving expectations as the company grows.
 
 ## When to Use a Coaching Plan
 
-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:
 
 - A team member shows potential for growth
 - The growth area is specific and coachable
-- The identified area for growth isn't a role deficiency, and a [PIP][pip] is in
-  order
-  - Minor performance areas need attention but don't warrant formal PIP
-    intervention
+- Performance issues need to be addressed with clear expectations and support
+- Minor performance areas need attention and structured improvement
 - A team member expresses interest in expanding their responsibilities or transitioning to a new role with additional responsibilities
 - The team member is to be prepared for future role progression
 - You observe behaviors or skills that could benefit from focused development
 
-## Coaching Plan vs. Performance Improvement Plan
-
-**Coaching Plans** are:
-
-- **Proactive** - Focused on development and growth
-- **Supportive** - Emphasize mentorship and guidance
-- **Opportunity-based** - Address areas for improvement before they become
-  problems
-- **Growth-oriented** - Aimed at expanding capabilities and preparing for
-  advancement or addressing problems before they grow too big
-- **Collaborative** - Employee actively participates in goal-setting
+## Coaching Plan Characteristics
 
-**Performance Improvement Plans** are:
+FlowFuse's Coaching Plans are designed to be:
 
-- **Reactive** - Address existing performance deficiencies
-- **Formal** - Structured process with documented consequences
-- **Problem-focused** - Correct performance that falls below standards
-- **Corrective** - Aimed at bringing performance up to acceptable levels
-- **Prescriptive** - Clear expectations with defined outcomes
+- **Development-focused** - Centered on growth and improvement, whether proactive or addressing performance concerns
+- **Supportive** - Emphasize mentorship and guidance from managers
+- **Opportunity-based** - Address areas for improvement with a positive, forward-looking approach
+- **Growth-oriented** - Aimed at expanding capabilities and bringing performance to expected levels
+- **Collaborative** - Employee actively participates in goal-setting and development activities
+- **Clear and structured** - Defined expectations with documented goals and timelines
 
 ## Creating a Coaching Plan
 
@@ -91,5 +78,4 @@ While coaching plans are less formal than PIPs, it's important to:
   - Coaching plans are only shared with: the team member, manager, the managers'
     manager, and HR
 
-[pip]: /handbook/peopleops/organization/#performance-improvement-plan-(pip)
 [smart]: https://www.atlassian.com/blog/productivity/how-to-write-smart-goals

src/handbook/peopleops/organization.md

@@ -99,29 +99,30 @@ All cases of underperformance must be documented by the manager through email to
 the CEO and CTO with the timespan of a potential plan created by the employee's
 manager.
 
-### Performance Improvement Plan (PIP)
+### Coaching Plan for Performance Issues
 
 After the plan formulated by the manager has not returned the employee to performance
-that is considered on par with the expectations of their role the CEO and manager
-will create a PIP for the employee.
+that is considered on par with the expectations of their role, the CEO and manager
+will create a formal [Coaching Plan](/handbook/peopleops/coaching-plans/) for the employee.
 
-**A PIP is a genuine opportunity from FlowFuse to the employee to get where they need to be.** While other companies
-use PIPs solely to provide the legal documentation for termination, at FlowFuse a
-PIP is intended to set the bar for both the manager and employee and have transparency
-around expected performance.
+**A Coaching Plan is a genuine opportunity from FlowFuse to the employee to get where they need to be.**
+FlowFuse believes in supporting team members through structured development and clear expectations.
+A Coaching Plan is intended to set the bar for both the manager and employee and have transparency
+around expected performance, while providing the support and mentorship needed to succeed.
 
-The PIP will outline the specific areas of underperformance, the specific steps
-the employee must take to improve, and the timeline for improvement. The employee
-will be required to sign the PIP and agree to its terms.
+The Coaching Plan will outline the specific areas of underperformance, the specific steps
+the employee must take to improve, the support and resources provided, and the timeline
+for improvement. The employee will be required to sign the Coaching Plan and agree to its terms.
 
-If an employee has been on a PIP before and for the same reasons enters this stage
-of the underperformance policy again the CEO and manager can opt for not providing
-a PIP. This ensures that a PIP is a genuine change.
+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.
 
 ### Termination
 
 If an employee's performance does not improve, or if they violate the terms of
-their PIP, they may be terminated. Termination will be based on a documented
+their Coaching Plan, they may be terminated. Termination will be based on a documented
 pattern of underperformance or unacceptable behavior.
 
 ## CEO underperformance

src/handbook/peopleops/performance-review.md

@@ -13,7 +13,7 @@ employee can still grow. This text is shared with each individual employee.
 While this performance review is written down, each manager should be communicating
 feedback regularly to minimize the chance for surprises during the written review.
 
-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.
 
 ## Structure