PM People

Write a Performance Improvement Plan a manager can defend and an employee can actually act on — specific concerns, measurable goals, real support, and an honest timeline. Use when asked to write a PIP, put someone on a performance plan, document underperformance, or build a formal improvement plan. Produces the concern statement, the measurable goals with success criteria, the support plan, the check-in cadence, and the consequences — HR/legal-ready. Complements pip-responder (the employee's side).

Generate a structured interview scorecard and interview guide for any role. Use when asked to create a hiring rubric, interview scorecard, structured interview guide, or assessment criteria for a job. Produces a scorecard with competencies, behavioural questions, and scoring guidance.

Runs a structured team health assessment across key dimensions. Use when asked to run a team health check, assess team morale, facilitate a retrospective on ways of working, or evaluate team dynamics. Produces a health assessment with RAG status per dimension, underlying signals, and prioritised improvement actions with named owners.

Write structured, balanced performance reviews from bullet-point inputs. Use when asked to write a performance review, self-assessment, peer review, 360 feedback, or manager evaluation. Produces a complete, fair, professionally written review covering achievements, areas for growth, and development goals.

Plan a team offsite that earns its cost — the purpose split (connection vs decisions vs planning, weighted deliberately), an agenda that alternates work and air, the logistics runbook, and the follow-through that makes Monday different. Use when asked to plan a team offsite, away day, team retreat, quarterly offsite, design two days for the team, or make this offsite not a waste. Produces the purpose weighting, a full agenda with session designs, facilitation notes, a logistics checklist, and the follow-through plan.

Design a 360-degree feedback survey or write a structured 360 feedback report. Use when asked to build a 360 feedback process, write 360 feedback for a colleague, design a feedback survey, or produce a feedback report. Produces either a complete survey instrument with rating scales and open-ended questions, or a structured narrative feedback report with themes, strengths, and development areas.

Plan a new manager's first 90 days — first-time or new-to-team — as listen/decide/move phases: the 1:1 listening tour with real questions, the early-judgment traps, the quick-wins filter, and the 30/60/90 artifacts. Use when asked I just became a manager what do I do, plan my first 90 days as a manager, first-time manager advice, taking over an existing team, or new manager 30-60-90 plan. Produces the phased plan, the listening-tour question set, the doer-to-enabler mindset shift, the team assessment framework, and the day-one and week-6 artifacts.