ActivityTracker

Free template for sales managers

Performance improvement plan template for a rep who's missing target: weekly numbers, check-ins and a fair end date

A sales PIP built on the calls, meetings, proposals and deals a rep makes each week. You set the weekly numbers, the help you'll give, a check-in date for every week and what happens at the end. Download it for Word or Excel, where the weeks add themselves up, or copy it. Free, no sign-up.

A rep who's missed their number three months running usually knows it. What they don't know is what "better" means by Friday. A performance improvement plan answers that when it's written in the numbers they control: calls made, meetings booked, proposals sent. This template puts those on one page with the help you'll give, a check-in every week and the outcome you both agreed at the start, so the last conversation isn't a surprise to anyone.

What to put in a sales PIP

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Performance improvement plan: [rep's name]

Manager: [you] Start date: ______ End date: ______ Plan length: __ weeks

Why this plan

The gap: ____________ (e.g. 58% of target over the last three months)

The rep's week now: ____________ (calls, meetings, proposals and deals a week)

What good looks like each week

Calls: __

Meetings booked: __

Proposals sent: __

Deals closed: __

The help you'll give

Coaching: ____________ (e.g. a 30-minute call review every Tuesday)

Joint calls or meetings: ____________

Anything else: ____________ (a rebuilt call list, product training, less admin)

The weeks

WeekCheck-in dateCallsMeetingsProposalsDealsTargets metNotes
1
2
3
4
5
6

So far

Calls so far: __

Meetings so far: __

Proposals so far: __

Deals so far: __

Weeks with every target met: __

The outcome, agreed before the plan starts

Met: every target hit in at least __ of the weeks, and in the last two. The plan closes, and the weekly check-in carries on for a month.

Partly met: ____________ (e.g. extend once, by __ weeks, with the same numbers)

Not met: ____________ (the next step, written down now)

Signed

Rep: ______ Date: ______

Manager: ______ Date: ______

For a shorter plan with daily minimums, copy the 30-day performance plan project

How to write a PIP the rep can actually hit

Start from their own good month, not from the team's best rep.

  • Pull the rep's last three months: calls, meetings, proposals and deals a week
  • Set each weekly number from their own best month
  • Write the help you'll give, with a day and a time for each
  • Agree what met, partly met and not met mean before the plan starts
  • Go through it with the rep, change anything that's unfair, and both sign it

Run the check-in every Friday, on the numbers

Twenty minutes, the same day each week, written up the same day.

  • Fill in the week's row together: calls, meetings, proposals and deals
  • Ask what got in the way, and write one change for next week
  • Check the help you promised happened, and say so in the notes if it didn't
  • Don't move a target mid-plan unless you both agree and write down why

What a PIP does for a rep who's behind, and what it can't do

It fixes a gap in effort or method. It won't fix the wrong role or a dead territory.

  • Use it when the rep can do the job and the numbers show the work isn't happening
  • Try a few weeks of coaching first when the rep is new or has had one bad month
  • Fix the leads, the territory or the price first if that's where the problem is
  • Don't start one to cover a decision you've already made

Before you start: what Singapore's rules say about poor performance

From the Tripartite Guidelines on Wrongful Dismissal, in their own words.

  • The guidelines say: "In a case of poor performance, an employer cannot dismiss without notice. The employer would need to substantiate if poor performance is cited as the reason for dismissal with notice."
  • In their example of a dismissal with notice that was not wrongful: "There was documented proof of B's poor performance".
  • The template keeps the weekly numbers and each check-in in writing, with dates. Outside Singapore, check your own country's rules, and take advice before any decision about someone's job.

Source: Ministry of Manpower, Tripartite Guidelines on Wrongful Dismissal (published 23 July 2024), read 28 September 2026

A filled-in six-week PIP whose numbers add up

Sam Okafor, a rep at a 10-person office supplies company, on a six-week plan with his manager, Priya. The names and numbers are made up.
  • Each week: 60 calls, 6 meetings booked, 3 proposals sent and 1 deal closed, from his own best month last year.
  • The help: a 30-minute call review every Tuesday, and Priya on two of his meetings.
  • Week 1: 48 calls, 4 meetings, 2 proposals, no deals. Targets met: no.
  • Weeks 2 to 6: 61, 65, 62, 66 and 63 calls, with every target met in weeks 2, 4, 5 and 6, so the plan closed as met and the Friday check-in carried on for a month.

48 + 61 + 65 + 62 + 66 + 63 = 365 calls against 360. 4 + 6 + 7 + 6 + 8 + 6 = 37 meetings against 36. 0 + 1 + 0 + 1 + 2 + 1 = 5 deals against 6. Every target met in 4 of 6 weeks, and in both of the last two.

Walk into each check-in with the rep's week already on the page

The template is free. ActivityTracker, the app we make, is paid. It doesn't write the plan. It shows you the rep's week without chasing them for it.

  • Each rep's week fills in from what they logged, against their targets, when they file their Friday check-in
  • Your notes from each check-in stay in one file per rep, and the rep can read it
  • Actions from your notes go into the rep's task list once you confirm them

See how coaching works

Questions

Give the rep a fair shot, in writing, with the numbers on it

The template is free to use. The app is paid and shows each rep's week before the Friday check-in.

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