PIP is internally, and by HR foremost, sold as a tool to improve your work-attitude. It is a "last resort" in case an employee has had several previous warnings or complaints about his results, efficiency, performance. Sounds positive because the process is presented as "constructive" with active involvement of your manager and if needed other stakeholders that also need to fulfill tasks, so it's not only YOU to do something. So far the theory. The reality is that the PIP is used to kick people out "with reason". In some countries you just cannot fire anybody without a valid reason. In contrast, if you present it as if the employee is underperforming and even did not improve after a PIP, then the employer can justify it as "he's not up to the job". Practically a PIP can be defined with unrealistic goals, for example "you need to have 10 physical F2F meetings with customers per week", and then that is required during vacation periods while many colleagues and customers are OOO. Another one : "you need to improve your technical skills", that's very vague and how do you measure that ? Even more, in that case there must be a clear action from your employer/manager to give you the chance to achieve that : follow a course, get trained, .... Requirements defined in a PIP must be "achievable", "measurable" and "reasonable". Again, in reality the manager defines actions that are not adhering to these aspects, and as such the PIP becomes a we-pon to initiate a "layoff". In all this, HR is NOT your partner. Often HR takes side with management levels. I've seen PIP contents that are very weird and relate to tasks that are not part of one's job-description. IOW, "the end justifies the means". About severance in that case : will depend on location (country and local work regulations).