What are some of the good practices for writing a warning letter?

Question

What will be an ideal response?

Answer 1

Sometimes a supervisor has no choice but to issue a written warning to a subordinate whose performance or behavior needs improvement. While the situation can be uncomfortable or even difficult, writing the letter should not be as the purpose is not to criticize but to help raise awareness and bring about positive change. Supervisors would want to refer to a written record they have kept that documents, with dates, all relevant events so far, such as infractions, discussions about them with the employee, oral warnings if any, and the results. These are some suggestions for writing a warning letter:

1. Be objective and positive.

2. Make a clear statement of what the problem is, citing information from written records. For instance, "You arrived at work 15 or more minutes late on 12 days since the first of this month."

3. Outline the steps taken to encourage and facilitate improvement. For instance, "Since you've told me there is no reason for your late arrival, I have asked you each Friday to set your alarm earlier for the coming week to ensure that you are on time."

4. Acknowledge any steps the employee has taken to improve behavior or performance. For instance, "You have agreed to do so, but you continue to arrive after work has started."

5. Explain why improvement is still needed and why. For instance, "I rely on you to arrive at work on time each day so our team can meet its daily and weekly goals."

6. Propose specific actions the employee needs to take, and by when. For instance, "I'm asking you to be on time every day for the next two weeks, and we'll reevaluate."

7. Explain what will happen if the employee does not meet the goals that have been set. For instance, "If you continue to be late, the company will have to dock your pay and you may even be suspended."

8. Conclude on a positive note. For example, "I know you can change this situation, and I look forward to putting this problem behind us."

If you have offered any further assistance to help the employee overcome a deficiency, especially in job performance, be sure you follow through and provide what you promised. If the employee raises claims of racial or gender discrimination, seek the advice of the human resources and legal departments as necessary.