A documented step between a conversation and a performance plan, written so the employee knows exactly what has to change.
Write every warning as if a stranger will read it a year from now with no other context. Someday, one might.
"Is always late."
"Arrived after the 9:00 a.m. start on 6 of the last 10 scheduled shifts (dates listed below)."
"Has a bad attitude with the team."
"On March 4 and March 11, raised their voice at a teammate during standup and left the meeting early."
"Work is sloppy."
"4 of the last 6 client reports were sent with incorrect figures that required corrections."
"Needs to improve."
"Arrive by 9:00 a.m. for every scheduled shift. Notify your manager before 8:30 a.m. if you will be late."
Rule of thumb: leave out guesses about motives, personality, or personal life. "Seems distracted by problems at home" doesn't belong in a warning, and it can create real legal risk.
The document matters, but so does how it's delivered. Plan for 15 to 20 minutes.
Finalize the document with HR. Book a private room or video call. Have a second manager or HR present if you can.
Explain the issue, the expectation, and what must change. Walk through the document. Keep it calm and factual.
Ask for their side. Note anything new. If they raise a concern about discrimination, harassment, or retaliation, pause and involve HR.
Get signatures, give them a copy, and schedule the follow-up check-in. Store the signed copy in their personnel file.
Warnings usually build: verbal, written, final. But don't promise a fixed number of steps in your policies. Serious misconduct may justify skipping straight to termination.
Plus the editable Word template.