How to Write Up an Employee for Poor Performance

An employee write-up is a formal document used to address ongoing performance or behavioral issues. Its purpose is to provide clear, documented feedback that guides an employee toward meeting job expectations, not to punish them. A write-up serves as a tool for communication, outlining specific problems, setting a path for improvement, and recording management’s actions. This process ensures fairness and creates a record of efforts to help the employee succeed.

When to Issue a Formal Write-Up

A formal write-up is a significant step in performance management, reserved for specific situations. It is part of a progressive discipline strategy, used after less formal attempts to correct performance have failed. If verbal conversations and coaching sessions do not produce sustained improvement, formal documentation becomes necessary. This step signifies the issue is serious enough to require a structured intervention.

The decision to issue a write-up depends on distinguishing between isolated mistakes and a consistent pattern of poor performance. A single missed deadline might warrant a conversation, but repeatedly failing to meet deadlines despite coaching suggests a larger problem. Examples that justify a write-up include producing substandard work, a decline in productivity, or failing to adhere to core job functions after being retrained. The write-up documents these patterns, making the need for correction clear.

Steps to Take Before Writing

Before drafting a write-up, a manager must ensure the action is fair, objective, and well-supported. Investigate the performance issue and gather specific, fact-based evidence. This includes collecting data such as dates of missed deadlines, project names where quality was subpar, or quantifiable metrics that show the deficiency. Relying on feelings or secondhand reports is not sufficient, as the goal is to build a case on documented facts.

After gathering evidence, review the employee’s personnel file. This review helps confirm any history of similar issues and check for records of previous verbal warnings or coaching sessions. Documenting prior discussions shows a pattern of attempted correction. This step provides context and demonstrates the write-up is part of an ongoing management process.

Consult company policies and the human resources department. Reviewing the employee handbook ensures the action aligns with established company procedures for performance management. Speaking with an HR representative can provide a valuable second opinion, confirming the write-up is justified and consistent with how similar situations have been handled. This consultation helps protect against claims of bias or unfair treatment.

What to Include in the Write-Up

Identifying Information

Every formal write-up must begin with basic identifying information for clarity and record-keeping. This section should list the employee’s full name and job title, and the name and title of the manager. Also include two dates: the date the document is prepared and the date of the meeting with the employee. This ensures the timeline of events is officially recorded.

Specific Details of the Poor Performance

This section must be grounded in objectivity and factual detail, avoiding subjective language. Instead of vague criticisms like “has a negative attitude,” provide concrete, behavioral examples. For instance, “On October 26, during the team huddle, you interrupted colleagues three times and stated that the new workflow was ‘pointless’.” Each instance of poor performance should be described with specific dates and details, linking the behavior to its impact on the team or business.

Previous Actions and Warnings

To show good-faith efforts to help the employee improve, the write-up should summarize previous attempts to address the issue. Include the dates of any prior verbal warnings, coaching sessions, or informal meetings related to the performance problem. Briefly describe the content of those conversations, such as, “On September 15, we discussed meeting project deadlines, and on October 2, we reviewed the case submission checklist together.” This history establishes a documented pattern of intervention.

Clear Expectations for Improvement

The write-up must clearly define what successful performance looks like. This section should outline specific, measurable, and achievable goals with a clear timeline. For example, instead of “improve your communication,” specify, “For the next 30 days, you are expected to provide a daily end-of-day email summary of your progress on the Miller account.” Expectations can also be tied to metrics, such as, “Achieve an average of 95% accuracy on data entry tasks for the next four weeks.”

Consequences of Not Improving

Clearly and professionally state the potential outcomes if improvements are not met. This section explains what will happen if the employee fails to sustain the expectations in the improvement plan. The language should be direct: “Failure to demonstrate immediate and sustained improvement in these areas will result in further disciplinary action, which may include suspension or termination of employment.”

Employee and Manager Signatures

The document should conclude with signature lines for the employee, the manager, and any witness present. Explain to the employee that their signature does not signify agreement with the write-up, but acknowledges they have received the document and discussed it. Including a space for the employee to write their own comments is a best practice, as it allows them to officially record their perspective.

How to Conduct the Write-Up Meeting

The delivery of a write-up is as important as the document itself, and the meeting should be handled with professionalism. Hold the conversation in a private, neutral setting, like a conference room, to ensure confidentiality. If company policy dictates or the situation is sensitive, have a witness present, such as a representative from HR. The manager must remain calm, keeping the tone professional and focused on the issue.

During the meeting, calmly walk the employee through the write-up, explaining each section. Present the documented facts and specific examples of poor performance without being accusatory. After explaining the contents and expectations, allow the employee to speak. Give them the opportunity to ask questions, provide their perspective, or explain any contributing circumstances.

The focus of the conversation must remain on job performance and behavior, not on the employee’s personality. While it is important to listen to the employee’s response, avoid getting drawn into a debate over the facts. The purpose is to deliver feedback, clarify expectations, and set a path for improvement. Reiterate your support for the employee’s success while reinforcing the seriousness of the situation.

Common Mistakes to Avoid

Managers can undermine the effectiveness and fairness of a write-up by making several common errors.

  • Being vague or subjective. Using phrases like “not a team player” without specific, behavioral examples makes the feedback difficult to act on and can appear biased. The document must be built on objective facts.
  • Waiting too long to address a persistent problem. Allowing poor performance to continue for an extended period without intervention makes it harder to correct and can signal that the behavior is acceptable.
  • Being inconsistent. Writing one employee up for an issue while ignoring the same behavior in another can lead to claims of favoritism or discrimination. All disciplinary actions must be applied consistently.
  • Failing to maintain a professional demeanor. Becoming emotional or argumentative during the write-up meeting escalates tension and shifts the focus away from the performance issue.
  • Failing to follow up. After the meeting, the manager must monitor the employee’s progress on the improvement plan and provide regular feedback, demonstrating a commitment to helping them succeed.