Your top-performing SDR from last quarter suddenly misses quota by 40%. Their call volume dropped. Email response rates plummeted. Meeting bookings disappeared.
You need action, but not termination. This talented rep just needs structured support to get back on track.
A 30-day performance improvement plan specifically designed for SDRs provides that structure. In this guide, you’ll discover a proven framework with weekly checkpoints that transforms struggling reps into quota-crushing contributors.
What Is a Performance Improvement Plan for Sales Development?
A performance improvement plan is a formal document outlining specific performance gaps and establishing measurable goals for correction within a defined timeframe. For SDRs, this means addressing issues like activity metrics, conversion rates, or professional behaviors.
Unlike generic PIPs, sales development performance improvement plans focus on quantifiable activities. SDR roles are measurably performance-based calls made, emails sent, meetings booked, pipeline created. Therefore, improvement plans for this function require precision and accountability.
The plan typically includes current performance data, expected benchmarks, specific action items, support resources, check-in schedules, and consequences for not meeting objectives.
Most importantly, an effective performance improvement plan serves as a development tool, not a termination precursor. It creates a structured path for SDRs to close performance gaps with manager support.
Why SDRs Need Role-Specific Performance Improvement Plans
Sales development differs significantly from other functions. SDRs work in high-volume, metric-driven environments where daily activities directly impact pipeline generation.
Generic performance improvement plans fail SDRs because they don’t account for:
Activity-Based Metrics SDR success depends on completing specific volumes of outreach activities daily. A performance improvement plan must track calls, emails, LinkedIn touches, and other measurable actions not vague concepts like “improved communication.”
Conversion Rate Expectations Beyond volume, SDRs must convert prospects through each funnel stage. Connection rates, response rates, and meeting-set rates all require specific targets within improvement plans.
Short Feedback Loops Unlike longer-term roles, SDR performance shows results quickly. Therefore, 30-day improvement plans with weekly checkpoints provide sufficient time for course correction without unnecessary delay.
Skill-Based Deficiencies Many SDR performance issues stem from correctable skill gaps poor objection handling, weak qualifying questions, ineffective email copy. These challenges respond well to targeted coaching within structured timelines.
Understanding B2B sales development fundamentals helps managers identify whether performance issues reflect skill deficits or motivation problems.
Common SDR Performance Issues Requiring a Performance Improvement Plan
Before implementing a performance improvement plan, managers must accurately diagnose the performance problem. SDR challenges typically fall into several categories.
Activity Volume Problems
The SDR consistently fails to complete required daily activities:
- Making fewer than 60 calls daily when target is 80-100
- Sending only 20 emails when expectation is 50
- Completing minimal LinkedIn outreach despite quota requirements
These volume deficits directly impact pipeline generation regardless of conversion quality.
Conversion Rate Issues
The SDR completes activity volume but converts poorly at each stage:
- 5% connection rate vs. team average of 15%
- 1% email response rate vs. benchmark of 4%
- Books only 2 meetings monthly vs. quota of 10
Low conversion rates indicate message quality, targeting, or skill execution problems.
Qualification Quality Problems
The SDR books meetings, but prospects are poorly qualified:
- Attendees lack budget authority
- Companies fall outside ideal customer profile
- Prospects aren’t actively seeking solutions
Poor qualification wastes sales team time and damages credibility.
Professional Behavior Concerns
The SDR exhibits problematic workplace behaviors:
- Consistently late to team meetings
- Unresponsive to manager communications
- Negative attitude affecting team morale
While less common, behavioral issues still require formal intervention when they persist despite informal feedback.
For organizations building systematic sales development functions, explore how to generate outbound sales leads to ensure your team operates within proven frameworks.
The 30-Day Performance Improvement Plan Framework for SDRs
A 30-day timeline provides sufficient opportunity for meaningful improvement while maintaining urgency. Here’s the week-by-week structure:
Pre-Plan Preparation (Days -3 to 0)
Before presenting the performance improvement plan, managers must prepare thoroughly.
Gather Performance Data Compile specific metrics showing performance gaps:
- Activity reports from CRM/dialers
- Conversion rate comparisons vs. team benchmarks
- Meeting quality feedback from sales team
- Attendance and behavioral incident documentation
Draft the Performance Improvement Plan Document Create a written plan including:
- Specific performance deficiencies with supporting data
- Clear improvement objectives using SMART goals
- Resources and training you’ll provide
- Weekly check-in schedule
- Consequences for not meeting objectives
Review with HR Have your HR team review the plan for fairness, legality, and consistency with company policies. This protects both the organization and the employee.
Schedule the Initial Meeting Book a private, distraction-free time to present the plan. Allow 60 minutes for thorough discussion.
Week 1: Foundation and Intensive Support (Days 1-7)
The first week establishes the baseline and provides maximum support.
Day 1: Present the Performance Improvement Plan Meet with the SDR to review:
- Specific performance gaps with data
- Improvement goals and timelines
- Support you’re committing to provide
- Check-in schedule and expectations
Approach this conversation with empathy but clarity. Frame the plan as developmental support, not punishment. However, don’t minimize the seriousness the SDR must understand that improvement is mandatory.
Invite questions and feedback. Make minor adjustments if the SDR identifies unrealistic elements, but maintain firm expectations on core metrics.
Daily Monitoring (Days 1-5) Check CRM data daily to track:
- Call volume completion
- Email sending activity
- Meeting booking progress
Provide quick feedback on any concerning patterns immediately rather than waiting for weekly check-ins.
Shadow Sessions (Days 2-4) Observe the SDR during actual work:
- Listen to live calls and provide real-time coaching
- Review email drafts before sending
- Role-play challenging scenarios
This hands-on support accelerates skill development and shows genuine investment in their success.
Friday Check-In (Day 5) Conduct formal 30-minute meeting reviewing:
- Week 1 performance against objectives
- Skill improvements observed
- Challenges encountered
- Adjustments needed for Week 2
Document everything discussed and email summary to the SDR.
Understanding cold call prospecting techniques helps managers provide specific tactical coaching during Week 1 shadow sessions.
Week 2: Increased Independence with Oversight (Days 8-14)
Week 2 reduces intensive support while maintaining accountability.
Reduce Shadow Sessions Decrease to 2-3 shadow sessions rather than daily. The SDR should demonstrate improved execution with less direct observation.
Introduce Peer Learning Pair the SDR with a top performer for:
- Call shadowing opportunities
- Email template sharing
- Objection handling collaboration
This peer mentorship reduces manager burden while providing continued support.
Mid-Week Pulse Check (Day 10) Brief 15-minute check-in reviewing:
- Progress toward weekly metrics
- Any obstacles requiring support
- Confidence level and mindset
Keep this conversational rather than formal to maintain open communication.
Friday Week 2 Review (Day 12) Formal 30-minute assessment covering:
- Week 2 performance vs. objectives
- Improvement trajectory analysis
- Areas still requiring focused attention
- Week 3 expectations
Compare Week 2 to Week 1 data to identify improvement trends or persistent problems.
Week 3: Demonstration of Competency (Days 15-21)
By Week 3, the SDR should demonstrate consistent improvement and increased independence.
Weekly Goal: Near-Benchmark Performance Expect the SDR to achieve:
- 80-90% of activity volume targets
- Conversion rates approaching team averages
- Meeting quality meeting minimum standards
This week tests whether improvements are sustainable without intensive support.
Reduce Direct Support Limit shadow sessions to one or none. The SDR should execute independently with confidence. However, remain available for questions and provide feedback on specific situations as needed.
Friday Week 3 Review (Day 19) Critical checkpoint assessment:
- Overall improvement from baseline
- Consistency of execution
- Readiness for independent operation
- Final week expectations
Be direct about trajectory. If the SDR isn’t showing clear improvement by Week 3, they likely won’t meet end-of-plan objectives.
For teams implementing comprehensive sales development systems, review how to build a scalable sales pipeline to ensure performance improvement plans align with broader processes.
Week 4: Final Evaluation and Decision (Days 22-30)
The final week determines whether the SDR has successfully completed the performance improvement plan or requires alternative action.
Maintain Performance Standards The SDR must sustain Week 3 improvement levels throughout Week 4. Regression signals that improvements weren’t genuine capability gains.
Final Performance Review (Day 29) Comprehensive evaluation covering:
- Achievement of each stated objective
- Overall improvement from baseline
- Consistency and sustainability of changes
- Decision and next steps
Compare all four weeks of data to baseline performance. Look for clear, measurable improvement in areas identified at plan initiation.
Three Possible Outcomes
Outcome 1: Success and Plan Closure The SDR met or exceeded all objectives. Document their success, congratulate their effort, and close the plan. However, clearly communicate that sustained performance at this level is expected ongoing.
Outcome 2: Partial Success and Extension The SDR showed substantial improvement but fell slightly short of all objectives. Consider a 2-week extension with very specific remaining goals. This works only if the trajectory clearly points toward success.
Outcome 3: Plan Failure and Next Steps The SDR failed to meet objectives despite support and opportunity. Work with HR to determine appropriate action reassignment, demotion, or termination based on company policies and circumstances.
Creating Measurable Performance Improvement Plan Goals for SDRs
Vague objectives doom performance improvement plans. SDR plans require precise, measurable goals that leave no room for interpretation.
Activity Volume Goals
Weak goal: “Improve call activity”
Strong goal: “Complete minimum 80 dials daily, measured by CRM activity reports, achieving 400+ total calls per week”
Weak goal: “Send more emails”
Strong goal: “Send 50 personalized outreach emails daily using approved templates, tracked via email automation platform”
Conversion Rate Goals
Weak goal: “Get better meeting booking results”
Strong goal: “Book minimum 8 qualified meetings per month, maintaining 15% or higher connect-to-meeting conversion rate”
Weak goal: “Improve email performance”
Strong goal: “Achieve 4% or higher email response rate measured across minimum 500 sends, using approved messaging frameworks”
Quality Goals
Weak goal: “Book higher-quality meetings”
Strong goal: “Minimum 80% of booked meetings must include decision-makers with budget authority, as validated by sales team feedback scores”
Weak goal: “Better prospect research”
Strong goal: “Document three personalized research points per prospect in CRM before outreach, verified through manager review of 10 random records weekly”
Specific, measurable goals eliminate ambiguity and create clear success criteria. Moreover, they make weekly check-ins data-driven rather than subjective.
Understanding best cold email outreach strategies helps managers set realistic conversion rate benchmarks within performance improvement plans.
Providing Support During the Performance Improvement Plan
Managers can’t just hand SDRs a performance improvement plan and expect magic. Meaningful support dramatically increases success probability.
Training and Skill Development
Call Script Refinement Review and improve the SDR’s:
- Opening statements
- Qualification questions
- Objection responses
- Meeting setting closes
Email Copywriting Workshop Work together on:
- Subject line optimization
- Hook improvement
- Clear value proposition statements
- Strong calls-to-action
Prospecting Strategy Review Evaluate and adjust:
- Target account selection
- Contact prioritization
- Multi-touch sequence design
- Channel mix (phone, email, LinkedIn)
Resources and Tools
Provide access to:
- Updated call scripts and objection-handling guides
- Proven email templates and sequence frameworks
- Industry research and prospect intelligence tools
- Recorded calls from top performers
Regular Feedback and Coaching
Schedule consistent touchpoints:
- Daily activity monitoring with immediate feedback (Week 1)
- Multiple shadow sessions per week (Weeks 1-2)
- Weekly formal progress reviews (All weeks)
- On-demand support for specific situations
The combination of clear expectations and genuine support creates the best environment for successful improvement.
For organizations considering whether to build internal capabilities or leverage external expertise, explore lead generation and appointment setting services to understand available options.
Documenting the Performance Improvement Plan Process
Thorough documentation protects everyone involved and creates accountability. Record every aspect of the process:
Initial Performance Data
- Baseline metrics across all measured areas
- Specific incidents or examples supporting plan initiation
- Comparison to team benchmarks and role expectations
The Performance Improvement Plan Document
- Signed copy with SDR acknowledgment
- All stated objectives and timelines
- Support commitments from manager
- Consequences for not meeting goals
Weekly Check-In Notes
- Performance data reviewed
- Progress assessment
- Feedback provided
- SDR comments or concerns raised
- Action items for following week
Final Outcome Documentation
- Whether objectives were met
- Decision made (success, extension, or termination)
- Next steps communicated
Store all documentation in secure HR files. This record proves fair treatment and good-faith improvement efforts if future legal questions arise.
Common Performance Improvement Plan Mistakes to Avoid
Even well-intentioned managers make critical errors that undermine plan effectiveness.
Starting Too Late Don’t wait until performance is irredeemably bad. Implement plans when clear patterns emerge but recovery remains achievable.
Setting Unrealistic Goals Objectives must be challenging but attainable. Impossible targets set SDRs up for failure rather than facilitating genuine improvement.
Providing Insufficient Support Handing someone a document without coaching, resources, and regular feedback isn’t a developmental plan it’s a termination waiting period.
Inconsistent Follow-Through Skipping check-ins or failing to monitor daily performance signals the plan isn’t important. Consistency drives accountability.
Emotional Decision-Making Base all assessments on objective data, not feelings. Document facts, not impressions.
Taking Action on SDR Performance Issues
Performance improvement plans transform struggling SDRs into productive contributors when executed properly. The 30-day framework with weekly checkpoints provides structure, support, and accountability in appropriate measure.
Start by gathering objective performance data that clearly demonstrates gaps. Draft a specific plan with measurable objectives. Present it with empathy but clarity. Provide genuine support through training, coaching, and resources. Monitor progress consistently and document everything.
Remember that the goal is employee success, not termination documentation. Therefore, approach the process with authentic investment in helping the SDR improve. When managers commit fully to the support structure, most SDRs respond positively and close their performance gaps.
Ready to implement a performance improvement plan with your struggling SDR? Use this framework as your blueprint for creating structure that drives real results.
Frequently Asked Questions
Implement a formal performance improvement plan when performance issues persist for 4-6 weeks despite informal coaching attempts. Specific triggers include: consistently missing quota by 30%+ for multiple months, activity volume falling 25%+ below requirements despite feedback, or professional behavior issues continuing after two documented conversations.
Yes, SDRs should continue earning commission on meetings booked and deals closed during the performance improvement plan period. Withholding earned compensation creates legal risks and demotivates improvement efforts. However, you may exclude them from discretionary bonuses, contests, or SPIFs (sales performance incentive funds) during the plan timeframe.
If the SDR successfully completes the performance improvement plan by meeting all stated objectives, you must close the plan and acknowledge their success. You cannot extend it or terminate them for the same issues addressed in the plan this creates legal exposure. However, if new performance issues arise after plan closure, or if they regress to previous poor performance levels, you can address those separately.
No, performance improvement plans should remain confidential between the SDR, their manager, and HR. Publicly announcing someone’s plan status violates privacy and creates embarrassment that undermines improvement efforts. However, you can address team questions indirectly if others notice increased coaching or changed schedules. Simply state you’re providing additional training and support without confirming a formal plan.
Approach defensiveness with empathy while maintaining firmness. Acknowledge that receiving a performance improvement plan feels difficult, but emphasize it’s a support structure designed to help them succeed. Address specific concerns they raise if they dispute performance data, review it together objectively. If they refuse to sign, document their refusal and proceed with the plan anyway. Signature indicates acknowledgment of receiving the document, not agreement with every point.