A letter of concern is a formal communication method managers use to address issues with an employee’s performance or conduct. It is intended as a constructive and supportive step to formally notify an employee of a problem and initiate a process for correction. This document serves as an initial, yet official, means of intervention. The primary goal is to foster awareness and encourage improvement, positioning it as a tool for resolution rather than a purely punitive measure.
Understanding the Purpose of a Letter of Concern
The purpose of a letter of concern is to create a clear, written record of a problem, alerting the employee to its seriousness. It aims to correct the issue before more severe disciplinary steps are required, opening a channel for communication and resolution.
This document is distinct from a verbal warning because it is formal and officially documented. It precedes more severe actions like a Performance Improvement Plan (PIP). Even if a verbal discussion occurred, the letter solidifies the company’s position and expectations in writing.
Key Components to Include in the Letter
Specific and Factual Observations
When drafting the letter, include objective, fact-based descriptions of the behavior or performance issue. Avoid generalizations and emotional language. Instead, cite specific incidents, including dates, times, and measurable data where possible. For instance, rather than stating an employee is “often late,” specify, “On July 8, July 11, and July 15, you arrived at 9:30 AM, 30 minutes after your scheduled start time of 9:00 AM.”
Impact on the Business or Team
Clearly articulate how the employee’s actions affect the business. You might explain how missed deadlines delay client projects, how a negative attitude affects team morale and collaboration, or how a failure to follow safety protocols creates risk. For example, “When project deadlines are missed, it requires other team members to reallocate their time, causing delays in their own deliverables and impacting overall team productivity.”
Clear Expectations for Improvement
The letter must explicitly state the required changes. These expectations should be clear, measurable, and achievable. Instead of a vague directive like “improve your communication,” provide a specific action: “You are expected to respond to all client emails within 24 hours and provide daily progress updates to the project manager.”
Offer of Support and Resources
To demonstrate the company’s commitment to the employee’s success, the letter should offer support. This can include access to additional training, regular check-ins with a manager, or guidance from a mentor. An example would be, “To support you in this, we have enrolled you in the company’s time management workshop scheduled for next month and will arrange for weekly check-in meetings to discuss your progress.”
Timeline for Follow-Up
A specific timeframe for review is a necessary component. This establishes a clear deadline for the employee to demonstrate improvement and sets a date for a follow-up meeting. State something like, “We will meet again in 30 days, on August 16, 2025, to discuss your progress in meeting these expectations.”
Next Steps if No Improvement Occcurs
The letter must professionally and neutrally state the potential consequences if the issues are not resolved. This should be a brief statement linking to the company’s standard disciplinary procedure without sounding like a threat. For instance, “Failure to meet these expectations within the specified timeline may result in further disciplinary action, up to and including termination, in accordance with the company’s performance management policy.”
What to Avoid When Writing
Avoid language or tones that could escalate the situation or create legal risks. Refrain from using emotional, accusatory, or subjective words. Phrases like “you are lazy” or “you don’t seem to care” are personal judgments, not objective observations, and can make the employee defensive. Stick to describing the action, not the person.
Do not make assumptions about the employee’s intent or personal circumstances. The letter should focus solely on observable behaviors and their impact at work. Speculating about why an employee is struggling can lead to inaccuracies and may even touch upon legally protected areas. The purpose is to address the work-related issue, not diagnose its root cause.
Avoid delivering ultimatums or making absolute statements that leave no room for discussion. The letter is the start of a formal dialogue, not the end of it. The tone should be firm and clear about the required improvements and potential consequences.
Structuring and Formatting the Letter
The format of the letter should be professional and straightforward. Use official company letterhead if available. At the top, include the date, the employee’s full name, and their job title. This standard business format establishes the document’s official nature.
The subject line should be clear and neutral, such as “Letter of Concern” or “Formal Follow-Up to Our Conversation.” This immediately informs the employee about the letter’s purpose without being alarming. The opening paragraph should then directly state the reason for the letter, referencing any prior verbal conversations about the issue.
The body paragraphs should detail the specific components: the factual observations, the business impact, the expectations for improvement, and the support being offered. Include signature lines for the manager, the employee (to acknowledge receipt), and an HR representative if one is present during the delivery meeting.
Delivering the Letter and Next Steps
The delivery of the letter is as important as its content. It should always be presented in a private, in-person meeting between the manager, the employee, and, if company policy dictates, a representative from human resources. Emailing the letter without a conversation is impersonal and can cause misunderstanding.
During the meeting, maintain a calm and professional demeanor. Present the letter and allow the employee time to read it thoroughly. After they have read it, invite them to ask questions and provide their perspective on the issues raised. This dialogue is a chance to clarify any points.
After the meeting, it is important to document that the conversation took place, including the date, attendees, and a summary of the discussion. Ask the employee to sign the letter to acknowledge they have received it, clarifying that their signature does not necessarily mean they agree with its contents. Adhere strictly to the follow-up timeline established in the letter to review progress and maintain the integrity of the process.