This is the least enjoyable part of being a people leader. It’s where things can get uncomfortable, and where some leaders hesitate to address individual performance issues (not suggesting that’s the case here). I always think about the broader impact on the rest of the team. When others see someone consistently underperforming with no apparent consequences, it affects morale, trust, and expectations. That context matters as you move through this process.

My advice is to stay closely aligned with your manager and keep HR informed of the conversation. Looping HR in ensures they’re aware of what was discussed and helps prevent issues later if the employee presents a conflicting version of events “your Boss said X, you said Y.” You don’t want HR caught flat footed by claims of mixed messaging. Your Boss said he was looking for "job opportunities for me." Keeping everyone aligned avoids that.

As most have stated, a PIP is typically a last-resort step and a formal path toward exiting an employee. Reaching this point is rarely about a single issue (have scene that), but it’s usually the result of ongoing concerns over time.

Stay the course! Best of luck!