Verbal warnings are one of the potential outcomes of a workplace disciplinary procedure. For employers, it is important to understand how they should be used to avoid falling short of your obligations through a disciplinary procedure.
In this guide for employers, managers and supervisors, we explain the process that should be followed when issuing a verbal warning at work, including what constitutes a legally recognised warning within the context of fair disciplinary proceedings.
Issuing a verbal warning is an important step in the disciplinary process. It puts the employee on notice that their performance or behavior needs to improve. If you handle a verbal warning properly, it can get the employee back on track without further disciplinary action. Follow these steps to effectively issue a verbal warning:
Review the Policy
Before meeting with the employee, familiarize yourself with the company’s progressive discipline policy. Review what types of issues warrant a verbal warning versus a written warning or other disciplinary action. Check to see if the policy requires managers to document verbal warnings. Understanding the policy will help ensure you follow the proper procedures.
Get the Facts
Investigate the performance issue or incident that led to the need for discipline Interview any witnesses and gather documentation, such as emails, reports or records Have clear examples of the employee’s unsatisfactory behavior or failure to meet standards. Get specifics on when incidents occurred and how the issue negatively impacted operations. Knowing the facts will help you provide details during the verbal warning meeting.
Notify the Employee
Inform the employee in advance that you need to meet with them for a disciplinary discussion. Let them know the general nature of the issue, for example, “We need to meet to discuss your recent tardiness.” However, do not go over details. Leave those for the meeting.
Choose a private location where you can discuss the issue without interruptions. Having another manager present can be helpful in case the employee challenges what is said. Schedule the meeting for a time when you and the employee can devote full attention.
Hold the Disciplinary Meeting
Start the meeting by reminding the employee that it is a disciplinary discussion and their actions have been unsatisfactory. Go over the facts you have gathered, providing specific examples with dates. Stick to the facts and do not get emotional. Allow the employee to provide their perspective, being careful not to get into an argument.
Point out how the performance issue or incident violated company policy or expectations. Explain why their behavior is problematic and how it negatively impacts operations, coworkers, safety, customers, etc Identify any previous coaching or warnings related to this issue
Develop a Plan of Action
The most important part of the verbal warning meeting is to create a plan to get the undesirable behavior or performance back on track. Provide clear expectations of what needs to change and by when. Discuss any support, training or resources needed to make the improvements.
Set periodic follow up meetings to provide feedback on progress. Explain the consequences if changes are not made, such as a written warning or termination. Reassure the employee that you want them to succeed and will help in any way you can.
Put it in Writing
Some companies require managers to provide written documentation after a verbal warning. Even if not required, it’s a good practice to summarize the key parts of the discussion in an email. Include the specific examples provided, expectations laid out, consequences mentioned and any follow up or support agreed to. Ask the employee to review the summary and respond to confirm they received the verbal warning.
Be Consistent
It’s important that discipline is administered consistently across all employees Make sure other managers know when you have issued a verbal warning and for what offense Track verbal warnings in employees’ personnel files, This documentation protects the company in case an employee has to be terminated after repeated policy violations,
Conduct Effective Follow Up
Schedule follow up meetings with the employee as planned. Discuss whether they have improved as expected. If so, provide positive feedback. If not, issue any further warnings or discipline according to policy. Depending on the circumstances, you may need to extend timelines and offer additional support. The goal is to see the required changes.
How Verbal Warnings Help
When done effectively, verbal warnings can produce positive outcomes, including:
- Giving employees direct feedback that their actions need to change
- Providing concrete examples of unsatisfactory behavior
- Communicating clear expectations of required improvements
- Outlining specific consequences for failing to improve
- Opening up discussions on how managers can better support employees
- Getting commitment from employees to improve
- Documenting that disciplinary steps were taken if firings become necessary
Common Reasons for Verbal Warnings
Verbal warnings are commonly given for issues such as:
- Excessive tardiness or absenteeism
- Declining job performance
- Failure to meet quality or production standards
- Poor communication or collaboration skills
- Disrespectful behavior towards coworkers or customers
- Failure to follow company safety procedures
- Personal use of company equipment or resources
- Failure to properly secure proprietary information
The severity and frequency of the issue will determine if a verbal warning is appropriate versus jumping right to a written warning or termination.
Alternatives to Verbal Warnings
In some cases, alternatives to verbal warnings may be effective, such as:
- Coaching conversation – A sitdown focused on problem-solving, not formal discipline.
- Performance improvement plan – A structured process for boosting weak areas over time.
- Mediation – When issues involve conflicts between employees.
- Training – If lack of skills is the root cause of problems.
- Transfer – Moving the employee to a more suitable position.
However, when employee behavior crosses certain lines, formal warnings with consequences are warranted.
Keys to Handling Verbal Warnings
Follow these best practices when meeting with employees for verbal warnings:
- Remain calm and professional, don’t get emotional
- Stick to facts, avoid hearsay and speculation
- Give recent examples that tie directly to policy violations
- Allow the employee a chance to explain their side
- Focus the conversation on expectations and solutions
- Document the warning and next steps
- Follow consistent processes to avoid claims of discrimination
- Be discreet, do not discuss the warning beyond those who need to know
How Employees Should Handle Receiving a Verbal Warning
Employees on the receiving end of a verbal warning play an important role in the process too. They should:
- Listen respectfully to understand the manager’s concerns
- Avoid becoming defensive or argumentative
- Ask clarifying questions about expectations
- Reflect on their own behavior to understand what needs changing
- Request any training or help needed to make improvements
- Express commitment to correcting the issues
- Follow up with the manager on progress
Taking these steps will help the verbal warning process achieve the desired results – an improved employee!
Establish the facts
Before any disciplinary action is taken, the employer must establish the facts of the case. In other words, a full and fair investigation must be undertaken, without unreasonable delay, to determine the nature and extent of what is being alleged against the employee in question.
The complexity of the investigation will depend very much on the type of allegations made, but can include interviewing the employee and any witnesses, examining any video or audio, and reviewing all relevant documentary evidence. This evidence will need to be collated in advance of any disciplinary hearing.
Hold a disciplinary hearing
At the disciplinary hearing the employer should explain to the employee the basis of the disciplinary issue, presenting any evidence collated during the course of the investigation and giving the employee an opportunity to put their case fully.
The employee should also be given a reasonable opportunity to ask questions, present evidence and call their own witnesses. Any question and/or oral submissions can be made either by the employee themselves, or by any companion on their behalf.
In the event that a new fact or issue arises in consequence of any evidence given during the course of the hearing, the employer may seek to adjourn the matter to another day to allow for any necessary further investigations to take place.
How to Give a Verbal Warning at Work
When should you issue a verbal warning?
Issue a verbal warning first to remind the employee of the importance of safety. Breaking company policies: You have company policies and procedures that you expect all employees to follow. For a first offense, issuing a verbal warning can help correct the issue. Here are some steps you can take to issue a verbal warning easily and appropriately:
How do I issue a verbal warning for performance?
The first step in issuing a verbal warning for performance is determining whether there’s a need for doing so. While you can address some employee performance and behavior issues through informal procedures or typical feedback cycles, other issues require disciplinary action.
What is an example of a verbal warning?
Common examples of conduct or performance-related issues in response to which an employer may issue either an informal or formal verbal warning include the following: Where an employee is unable or unwilling to follow instructions.
What is a verbal warning at work?
A verbal warning is where an employer verbally informs an employee that in the event that their work, behaviour or actions within the workplace don’t change or improve, the employee may face further, more severe sanctions. A verbal warning at work is usually given as a result of a first, or fairly minor, infringement.
