Use this template to address capability issues fairly with clear improvement targets and support.

---

Capability Improvement Plan

Confidential

Detail	Information
Employee Name
Position
Department
Manager
Plan Start Date
Review Dates	Week 2: _____ Week 4: _____ Week 6: _____
Plan End Date
HR Representative

---

Section 1: Purpose and Context

What is a Capability Improvement Plan?

This Capability Improvement Plan (CIP) is designed to support you in improving your performance to the required standard. This is not disciplinary action - it is a supportive process.

Why has this plan been put in place?

Your performance in certain aspects of your role has not met the required standards. This plan sets out:

• Specifically what needs to improve
• The standard expected
• Support we will provide
• Timescales for improvement
• Review process

Status of this plan:

This is [select appropriate]:

• Informal stage - early intervention before formal capability procedure
• First stage of formal capability procedure (following informal discussions)
• Following first written warning for capability
• Following final written warning for capability

---

Section 2: Performance Concerns

Concern 1: [Specific capability issue]

Current performance:

[Describe specifically what the employee is not achieving. Include facts, figures, examples, dates.]

Example: "Sales targets have been missed in 5 out of 6 months (January-June 2024). Average monthly sales: £12,000. Required target: £18,000."

Required standard:

[Describe exactly what is expected. Be specific and measurable.]

Example: "Achieve minimum monthly sales target of £18,000. Maintain average of 15 client meetings per month."

Evidence of underperformance:

[List specific evidence - dates, figures, examples, feedback received]

---

Concern 2: [Specific capability issue]

Current performance:

[Description with specific examples]

Required standard:

[What must be achieved]

Evidence of underperformance:

[Specific evidence]

---

Concern 3: [Specific capability issue]

Current performance:

[Description with specific examples]

Required standard:

[What must be achieved]

Evidence of underperformance:

[Specific evidence]

---

Section 3: Root Cause Analysis

Have we discussed why these issues are occurring?

Understanding the causes helps identify appropriate support.

Potential factors identified:

• Insufficient initial training
• Lack of ongoing support or supervision
• Unclear expectations or priorities
• Inadequate resources or tools
• Changes to role or responsibilities not properly transitioned
• Personal circumstances affecting work (if disclosed)
• Health issues (if disclosed and relevant)
• Skills gap despite training
• Role may not be suitable match for employee's capabilities
• Other: _________________

Employee's explanation:

[Record employee's perspective on the capability issues and any factors affecting performance]

---

Section 4: Improvement Objectives

Clear, specific, measurable objectives for the improvement period.

Objective 1

Element	Details
What must improve	[Specific, measurable objective]
Success criteria	[How we will measure success - specific metrics]
Target deadline	[Date/milestone]
Current baseline	[Where performance is now]
Support provided	[Training, coaching, resources, supervision]

Example:

• What: Achieve monthly sales targets
• Success: £18,000+ sales per month for 3 consecutive months
• Deadline: End of improvement period
• Baseline: Currently averaging £12,000/month
• Support: Weekly sales coaching, access to CRM training, joint client visits with senior colleague

---

Objective 2

Element	Details
What must improve
Success criteria
Target deadline
Current baseline
Support provided

---

Objective 3

Element	Details
What must improve
Success criteria
Target deadline
Current baseline
Support provided

---

Section 5: Support and Resources

Training to be provided:

Training	Provider	Date/Timeline	Purpose
[e.g., Advanced Excel]	[Internal/External]	[Date]	[Address skills gap]

Coaching and supervision:

• Frequency of 1-2-1s: [e.g., Weekly, 30 minutes, every Monday 10am]
• Supervisor: [Name]
• Focus: [What will be discussed/reviewed in supervision]

Resources and tools:

• [New software/equipment if needed]
• [Access to systems/data]
• [Reference materials, guides, templates]
• [Buddy/mentor assigned: Name]

Workload adjustments (if applicable):

• [Temporary reduction in certain duties to allow focus on improvement]
• [Reallocation of some tasks during improvement period]

Other support:

• [Occupational Health referral if health factors identified]
• [Employee Assistance Programme information]
• [Flexible working adjustments if appropriate]

---

Section 6: Monitoring and Review Schedule

Monitoring frequency:

• Weekly check-ins: Every [day] at [time] with [Manager]
• Purpose: Review progress, provide immediate feedback, address barriers
• Format: [In-person meeting / Video call / Phone]

Formal review meetings:

Review Date	Type	Purpose	Attendees
[Week 2]	Progress review	Check early progress, adjust support if needed	Employee, Manager
[Week 4]	Mid-point review	Assess progress against objectives	Employee, Manager, HR
[Week 6/8]	Final review	Determine outcome	Employee, Manager, HR

How progress will be measured:

• [Specific metrics, KPIs, quality checks]
• [360 feedback from colleagues/customers if appropriate]
• [Output/work samples reviewed]
• [Observation of specific tasks]

Documentation:

All meetings and progress will be documented. You will receive copies of all review notes.

---

Section 7: Expectations

What we expect from you:

• Attend all scheduled meetings, reviews, and training
• Actively work towards improvement objectives
• Apply feedback and learning
• Seek help when needed
• Communicate any difficulties or barriers promptly
• Demonstrate sustained effort and commitment
• Meet the standards set out in this plan

What you can expect from us:

• Clear, specific, timely feedback
• Regular support and supervision
• Adequate time and resources to improve
• Fair treatment throughout
• Recognition of progress made
• Honest communication about your progress

---

Section 8: Possible Outcomes

At the end of this improvement period, there are several possible outcomes:

Performance meets required standards

Outcome: Capability Improvement Plan successfully completed. You will return to normal performance management with continued support as needed.

Performance improved but not yet at full standard

Outcome: The plan may be extended for a further defined period (typically 4-6 weeks) with adjusted objectives. This will only happen if significant progress has been made and full improvement seems achievable with more time.

Performance has not improved sufficiently

Outcome: If performance has not improved to the required standard despite support provided, we may:

• [If informal:] Move to formal capability procedure (first written warning)
• [If already formal:] Progress to next stage of capability procedure (final written warning or dismissal)
• Consider alternative roles (if suitable positions available and you are interested)
• Consider whether health or other factors mean capability procedure is inappropriate

Other circumstances

If health issues, personal circumstances, or other factors emerge during the improvement period that fundamentally affect your ability to perform the role, we will:

• Consider Occupational Health advice
• Explore reasonable adjustments if disability applies
• Discuss alternative solutions (ill-health retirement, redeployment, etc.)
• Pause or adjust the process as appropriate

---

Section 9: Right to Representation

At all formal review meetings, you have the right to be accompanied by:

• A work colleague, or
• A trade union representative

Important: The companion can address the meeting and confer with you, but cannot answer questions on your behalf. They are there to support you.

If you wish to be accompanied, please inform [Manager/HR] at least 24 hours before each meeting.

---

Section 10: Appeals and Concerns

If you have concerns about this process:

• Raise them immediately with [HR Manager/Senior Manager]
• You have the right to raise a formal grievance if you believe the process is unfair
• This will not affect our commitment to supporting your improvement

If you reach a formal capability warning:

You will have the right to appeal against any warning or dismissal decision. The appeal process will be explained in any formal outcome letter.

---

Section 11: Additional Information

Relevant policies:

• Capability Policy
• Performance Management Policy
• [Other relevant policies]

Your job description and person specification are attached for reference.

Previous feedback:

Summary of previous discussions about these performance issues:

• [Date]: [Summary of feedback given]
• [Date]: [Summary of feedback given]

---

Section 12: Agreement and Signatures

Manager Statement

I confirm that:

• The capability issues have been clearly explained with specific examples
• Realistic and achievable objectives have been set
• Adequate support and resources will be provided
• The employee understands the process, timescales, and potential outcomes
• This process will be conducted fairly

Manager signature: _________________ Date: _________

Manager name: [Print name]

---

Employee Statement

I confirm that:

• The capability concerns have been explained to me
• I understand the improvements required
• I understand the support available to me
• I understand the review process and timescales
• I understand the potential outcomes
• I have been offered the right to be accompanied at formal meetings
• I have received a copy of this plan

I wish to add the following comments:

[Space for employee comments - concerns, mitigating factors, questions]

Employee signature: _________________ Date: _________

---

HR/Witness Confirmation (if present)

I confirm this meeting took place and the plan was discussed.

HR/Witness signature: _________________ Date: _________

Name: [Print name]

---

Progress Review Record Template

Use this for each review meeting during the improvement period.

Review Meeting - [Date]

Type: [Week 2 / Week 4 / Mid-point / Final]

Attendees: [Names and roles]

Progress against objectives:

Objective	Evidence of Progress	Assessment	Status
Objective 1	[Specific evidence, metrics, examples]	[Narrative assessment]	Achieved / On track / Some progress / Insufficient
Objective 2
Objective 3

Overall assessment:

[Manager's view on overall progress this period]

What's working well:

[Positive progress, improvements noted, good examples]

Areas still requiring focus:

[Where more improvement is needed, barriers encountered]

Barriers or challenges identified:

[Any obstacles to improvement - lack of resources, external factors, etc.]

Additional support agreed:

[Any changes to support provided, additional resources, training]

Employee comments/feedback:

[Employee's perspective on progress, challenges, support needed]

Actions for next period:

Action	Who	By When	Purpose

Next review date: [Date]

Overall status:

• On track to meet objectives
• Some concerns but improvement evident
• Significant concerns - improvement insufficient
• Consider extending plan / alternative action

Signatures:

Manager: _________________ Date: _________

Employee: _________________ Date: _________

---

Guidance for Managers

Is This a Capability or Disciplinary Issue?

Use capability procedure if:

• Employee is trying but lacks skill/knowledge/ability
• Performance below standard despite effort
• Skills gap despite training
• May not be suited to the role
• Health affecting performance

Use disciplinary procedure if:

• Wilful refusal to perform duties
• Not following instructions
• Poor attitude or behaviour
• Breach of company rules
• Could do the work but won't

Before Starting a Capability Plan

• Have you given clear feedback previously?
• Has the employee had adequate training and support?
• Are your expectations clear and documented?
• Is the role properly resourced?
• Could reasonable adjustments help (disability)?
• Is Occupational Health advice needed?
• Have you consulted HR?

Setting Objectives

Good objectives are:

• Specific: Exactly what must improve
• Measurable: Quantifiable or observable
• Achievable: Realistic given time and support
• Relevant: Related to actual job requirements
• Time-bound: Clear deadline

Bad objectives:

• "Improve attitude" (too vague, subjective)
• "Be better at sales" (not measurable)
• "Triple your output" (unrealistic)
• "Learn everything about X" (too broad, no time limit)

Providing Support

Essential support includes:

• Regular supervision and feedback
• Specific training to address skills gaps
• Adequate time to improve
• Resources and tools needed
• Clear guidance and examples
• Opportunity to practice with feedback

Don't:

• Set someone up to fail with impossible targets
• Provide no additional support
• Change objectives mid-way without discussion
• Compare unfairly to star performers
• Give up on someone after one week

Common Mistakes to Avoid

• Starting formal capability without previous informal feedback
• Setting vague, unmeasurable objectives
• Providing inadequate support then criticizing failure
• Making the timescale too short for genuine improvement
• Not documenting progress properly
• Being inconsistent with other employees
• Confusing capability with disciplinary issues
• Ignoring disability or health factors

Legal Considerations

• Capability dismissal must be fair (reasonable and procedurally correct)
• Must have clear evidence of underperformance
• Must provide adequate training, support, and time to improve
• Must follow consistent procedure
• Must consider alternatives to dismissal (redeployment, demotion, etc.)
• Consider disability discrimination - may need reasonable adjustments
• Pregnancy and maternity - extra care needed
• Document everything thoroughly