# PERFORMANCE IMPROVEMENT PLAN
## Worked fictional document
Plan date: 1 September 2027 Plan period: 1 September 2027 to 29 November 2027 inclusive, being 90 calendar days Employee: Olivia Grace Bennett, Regional Sales Manager Employee address: 88 Wren Street, London E14 3QJ Employee email: olivia.bennett@example.test Employer: Lantern Bridge Software Limited, 41 Farringdon Road, London EC1M 3JB Manager: Marcus Reed, Commercial Director Employee reference: LBS-EMP-2264 Confidential plan reference: LBS-PIP-270901
## Purpose and status
This plan records a structured opportunity to improve performance. It is not a disciplinary warning and does not make a finding of misconduct. It follows the capability discussion on 18 August 2027 and the review of your role profile, sales ledger, customer notes and 2027 objectives. You have been employed since 7 June 2022 and have managed the London region since 1 February 2025. The company believes the required standard can be achieved with clear measures, coaching and resources. We will consider progress fairly and will not set a target based on an opportunity that the company has not supplied.
The plan lasts 90 calendar days from 1 September through 29 November. Reviews take place every 14 days, on Tuesdays at 10.00 at the London office or by Teams, with written notes issued within two working days. The scheduled reviews are Tuesday 14 September, Tuesday 28 September, Tuesday 12 October, Tuesday 26 October, Tuesday 9 November and Tuesday 23 November. The final written assessment is issued by 29 November after the Tuesday 23 November review. If a scheduled Tuesday is not reasonably workable, the parties will agree another Tuesday within that same week, without silently extending the plan.
You may be accompanied at a formal capability meeting by a work colleague or certified trade-union official where the statutory right or company procedure applies. You may comment on every review note and may ask People Services to correct an inaccurate record. This plan does not remove your contractual right to salary, commission under the commission plan or holiday.
## Performance concerns and baseline
The London region's new-business target for the quarter ending 31 August was £360,000 annual recurring revenue. The ledger records £228,000 of qualifying signed recurring revenue, which is 63.33 per cent of target, calculated as £228,000 divided by £360,000 multiplied by 100. The target gap is £132,000. In the same period, you recorded 18 first meetings against a team expectation of 30, 7 written proposals against an expectation of 15, and 2 closed-won opportunities against an expectation of 5. Eight of the 18 meetings had no next step or dated customer action in the customer relationship system. These figures are the starting evidence, not a conclusion that you have failed every part of the role.
The role requires accurate weekly forecasting, active management of qualified opportunities, coaching of four account executives, and delivery of the agreed new-business objective. The company recognises that the first half of 2027 included a product-price change and two vacancies. Those facts are included in the baseline and will be considered when judging quality, controllability and progress.
## Objectives and measurable standards
### Objective 1: qualifying pipeline and revenue
By the final review, create and maintain at least £900,000 of qualified pipeline for opportunities expected to close in the six months after 29 November. "Qualified" means an opportunity in the system with a named decision-maker, a recorded business need, a product and price range, a next customer action dated within 14 days, a realistic expected close date and written confirmation that the customer has entered a buying process. A duplicated, cancelled, uncontacted or purely speculative entry does not count.
The pipeline figure is calculated as the sum of the annual recurring revenue value of each distinct opportunity whose expected close date falls within the six-month window, with no duplicate account, cancelled opportunity or unqualified entry included. The denominator for any attainment percentage is the £900,000 target, so a £450,000 report represents 50 per cent and a £900,000 report represents 100 per cent. The dated checkpoints are £450,000 by Tuesday 14 September, £600,000 by Tuesday 28 September, £700,000 by Tuesday 12 October, £800,000 by Tuesday 26 October and £900,000 by Tuesday 23 November. Each report must be generated from the CRM at 17.00 on the checkpoint date and supported by the dated customer note and next action for every counted opportunity. The final review will verify entries against those customer notes and the pipeline report. During the 90 days, close at least £180,000 of qualifying new annual recurring revenue, measured by a signed customer order accepted by Finance, not by an unaccepted verbal promise. The arithmetic is £180,000 across 90 days, with no artificial requirement that exactly one-third be signed every 30 days; progress and the quality of opportunities will be considered at each review.
### Objective 2: customer activity and follow-through
Complete at least 36 first meetings with properly qualified London prospects during the plan. The activity denominator is the 36 meetings actually attended by a prospect and Olivia and recorded with a calendar date between 1 September and 29 November; an internal preparation call, duplicate entry or cancellation does not count. At least 80 per cent therefore requires a customer-confirmed next action within five working days for at least 29 of the 36 meetings, because 29 divided by 36 is 80.56 per cent and 28 divided by 36 is 77.78 per cent. Each meeting must record the attendee, business need, qualification status, dated next action and CRM entry timestamp within one working day. Activity will be checked in dated weekly cycles running 1–7 September, 8–14 September, 15–21 September, 22–28 September, 29 September–5 October, 6–12 October, 13–19 October, 20–26 October, 27 October–2 November, 3–9 November, 10–16 November and 17–23 November; the remaining 24–29 November is reserved for follow-through and the final assessment. Send a written proposal for at least 18 qualified opportunities, each approved under the current pricing authority and accompanied by a dated follow-up. Cancellations count only if the prospect attends a rescheduled meeting during the plan.
### Objective 3: forecast reliability
Submit the London forecast to Marcus Reed by 12.00 each Monday. At every fortnightly review, the forecast must list opportunity owner, stage, value, probability, expected close date, principal risk, next action and the reason for any change. For this objective, the final six-week period is the fixed period from 19 October to 29 November 2027. A qualifying late-stage opportunity at a review date is a distinct, non-cancelled CRM opportunity whose stage is exactly Proposal Submitted or Contract Review, whose CRM probability is between 70 and 90 per cent inclusive, whose expected close date falls in that final six-week period, and whose record contains a linked approved proposal, a named decision-maker, a customer email or meeting note dated within the previous 14 calendar days confirming active evaluation, and a dated next customer action. A verbal prospecting note, a probability entered without the linked evidence, a duplicate, and an opportunity with no dated next action does not qualify. Its value is the annual recurring revenue value recorded in the CRM on that review date. Qualifying signed ARR is the value of a distinct customer order for the same period that has been signed and accepted by Finance by the review date, supported by the order number and acceptance date; a signed order is not also counted as a late-stage opportunity.
At each Tuesday review date, calculate the comparison value as qualifying signed ARR plus qualifying late-stage opportunity value. Calculate total forecast value as the sum of the CRM forecast ARR for every distinct, non-cancelled opportunity with an expected close date in the final six-week period, whether or not it meets the late-stage criteria. The forecast reliability percentage is 100 multiplied by total forecast value minus comparison value, divided by comparison value. The objective is met at that review when the absolute value of that percentage is no more than 15 per cent; if the comparison value is zero, the review records that the percentage cannot be calculated and assesses whether the CRM contains a properly evidenced zero forecast rather than treating zero as a pass. For example, on Tuesday 26 October, if total forecast value is £200,000, qualifying signed ARR is £120,000 and qualifying late-stage opportunity value is £60,000, the comparison value is £180,000, the variance is £20,000 divided by £180,000 multiplied by 100, or 11.11 per cent, and the permitted total-forecast band is £153,000 to £207,000, calculated as £180,000 multiplied by 85 per cent and 115 per cent. The £200,000 forecast therefore passes this example. A change is not a failure if it is recorded within one working day of reliable customer information and explained in the risk field.
### Objective 4: team leadership
Hold one recorded one-to-one with each of the four account executives every fortnight, making 4 meetings per cycle and 24 meetings over the 6 dated Tuesday review cycles. Each note must record one opportunity action, one coaching point and any resource request. Attend or lead one London pipeline clinic in each of the 13 dated weekly cycles from 1 September to 29 November, for at least 13 clinics, with an agenda and action log. Team members will be invited to give feedback at the midpoint and final review, but subjective feedback will not replace the numerical evidence.
## Coaching, resources and employer commitments
Marcus Reed will hold a 45-minute coaching session with you each Monday from 6 September through 29 November 2027, inclusive, for 13 sessions. The sessions will cover qualification, proposal structure, forecast discipline and difficult customer conversations. Aisha Khan, Enablement Lead, will shadow one first meeting in September and one in October, provide written feedback within two working days and run a proposal clinic on 11 September. Finance will provide a current margin and discount guide by 5 September. Marketing will supply 20 London prospect introductions by 15 September and a further 20 by 13 October, with the source and date recorded in the campaign system.
The company will maintain your CRM access, provide the approved prospecting list, make four account executives available for fortnightly one-to-ones, and remove duplicate records identified by you within three working days. It will not count a target as missed where a material company system failure or unavailable resource prevented the activity and you notified Marcus within one working day. You remain responsible for raising a risk promptly and proposing a revised customer action.
## Reasonable adjustments and wellbeing
At the 18 August meeting you said that migraine episodes can make long video calls difficult and asked for a predictable agenda and short screen breaks. The company will provide a written agenda at least 24 hours before each review, allow a five-minute break in any meeting longer than 45 minutes, offer an audio-only option where screen use is a trigger, and consider moving a review within the same working week when a migraine prevents attendance. These are reasonable adjustments under review, not a relaxation of the substantive performance measures. You may ask People Services, Charlotte Evans at charlotte.evans@lanternbridge.example.test, for an occupational-health referral or another adjustment. Medical details will be shared only with those who need them to consider support. No diagnosis is required in this plan.
Your normal working hours remain 9.00 to 17.30 Monday to Friday with a one-hour lunch, and no unpaid additional hours are required to meet the plan. If workload or wellbeing becomes unsafe, tell Marcus or People Services promptly. The company will consider a safe adjustment and will not treat a good-faith request for disability support as lack of commitment.
## Review method, evidence and possible outcomes
At each review, you will receive the CRM pipeline report, activity report, forecast, proposal register and one-to-one log used for assessment. You may provide customer emails, explanations of cancellations, resource records or other relevant evidence. Marcus will record what was achieved, what was not achieved, why, support supplied, your response and the next action. You and Marcus will sign the note to confirm receipt, not necessarily agreement. If you disagree, add your comments within two working days; the file will retain both accounts.
Possible outcomes at 29 November are: successful completion with the plan closed; substantial but incomplete progress with a defined extension or lighter monitoring period agreed in writing; or insufficient improvement leading to a further capability meeting. A further capability meeting may result in an extended plan, redeployment if a suitable role exists and you agree or the contract permits it, or dismissal with notice for capability after a fair procedure. No outcome is predetermined. Before any dismissal decision, you will receive the concerns and evidence, a reasonable chance to respond and the opportunity to be accompanied at the formal meeting where the law or procedure provides. A decision-maker who has not prejudged the outcome will consider the full period, adjustments, employer support, business context and your evidence.
If an adjustment or company failure materially affects a target, we will record it and assess the unaffected evidence fairly. Nothing in this plan authorises a reduction in contractual pay or commission. Any change to terms must be separately agreed or lawfully implemented.
## Review and appeal route
If a formal capability outcome follows, the company procedure will provide an appeal route and deadline in that outcome letter. You may raise an immediate concern about this plan to People Services within five working days of receipt, and the concern will be reviewed by the HR Business Partner, not by Marcus alone. This review does not automatically pause the plan, but a target that cannot fairly be assessed before the review is resolved will be marked as pending rather than failed.
For service, this plan is delivered by hand at the London office and by email to olivia.bennett@example.test on 1 September 2027. People Services will retain the hand-delivery record and your signed acknowledgement if you sign it, together with the email transmission record, server-delivery confirmation and any acknowledgement. Neither route is treated as received merely because it was sent or handed over; the receipt record will identify the date on which delivery is evidenced. Email is not merely a courtesy copy. A signed copy will be stored in the secure People Services file LBS-PIP-270901.
Please sign below by 3 September 2027. Your signature confirms that you received and discussed the plan, not that you agree with every baseline figure. Refusal to sign will not invalidate delivery; People Services will record the refusal and provide the same opportunity to comment.
Yours sincerely,
Marcus Reed
Signature: Marcus Reed Date: 1 September 2027 Commercial Director, Lantern Bridge Software Limited
Employee acknowledgement
I, Olivia Grace Bennett, confirm that I received this plan, understand the review dates and targets, and have had an opportunity to request support or reasonable adjustments. I may add comments to the first review note.
Employee signature: __________________________ Date: __________________________