Request a call Login

  • There are plenty of exciting aspects of running a business – disciplining employees is not one of them. Although unpleasant, poor work performance write-ups are a necessary tool for any organization.

    A letter of reprimand serves as both a tool for correction and a compliance document. The problem is that it’s not always obvious how to write up performance reviews for employees. This post will explain what you need to utilize in your write-ups, best practices for delivering effective reprimands and includes employee write-up samples. 

    What To Include In A Reprimand Letter

    There are a variety of elements that you should address for corrective action employee write-ups. The Society for Human Resource Management recommends including the following elements in a reprimand letter.

    • The name(s) of the person writing the warning, the person receiving the warning, and any individuals who will receive a copy.
    • The date the warning was delivered.
    • A statement that clearly describes the performance or conduct issue(s) that resulted in an official warning.
    • A summary of previous discussions about the issue (with dates, if possible) and other related disciplinary or performance issues.
    • An explanation of why the issue is important to the company and which policies were violated.
    • An outline of the employer’s expectations, along with a timeline and goals to show measurable improvement if necessary.
    • The potential consequences if the employee doesn’t meet those expectations, such as further discipline or termination.
    • A note that the warning will be added to the employee’s personnel file.
    • Space for the employee and manager to sign the document (with an optional space for employees to add their own comments regarding the reprimand).

    An Employee Write-Up Sample For Poor Performance

    The following example of a write-up for poor employee performance is a basic template that businesses can modify to suit their exact situation.

    To: [Name of employee]

    From: [Name of manager]

    Date: [Date the warning is given]

    Re: Written Reprimand

    This letter is to inform you that your performance is not meeting the expected requirements for your position. You are officially failing to perform for the following reason(s).

    • [List how the employee isn’t performing up to expectations]

    Based on [policy or performance requirement], you are failing to meet your performance measurements for your job despite [list previous communication or training efforts]. These performance requirements [describe how poor performance impacts the company and the rest of your employees].

    As a result, you will be required to [list an outline of employer expectations, along with timelines for meeting those goals]. If we do not see these improvements, additional disciplinary action will occur up to and including termination of employment. This letter will be added to your personnel file.

    Please let us know if you have any questions or concerns.

    [Name and title of manager]

    [Names and titles of HR staff and anyone else receiving a copy of the reprimand letter]

    [Space for signatures and comments from the employee]

    A manager meeting with an employee after delivering a reprimand letter.

    Best Practices For Writing Up An Employee

    Having a template for employee write-ups is a good start, but there are plenty more factors that employers and managers need to consider regarding reprimands. Use the following best practices to maximize the effectiveness of your efforts.

    Address the situation before you need a letter

    Unless an employee does something serious enough that warrants an immediate write-up, it’s best to address the problem directly with them first. Try to have a friendly discussion or send them an informal email to address any issues. Starting with a verbal warning will give the employee a chance to answer concerns and rectify the issue before it gets to an official reprimand.

    Document the problem

    The more information you have, the better prepared you are should an employee file a lawsuit or take any other actions against your company. Keep a record of your interactions with the employee regarding performance or conduct issues, including every conversation or email, before you write a reprimand letter. These actions will make it clear that the employee was aware of the problems and well-informed about the reasons for any discipline or termination.

    Include other perspectives and statements if possible

    While a manager or supervisor may take the lead in writing up an employee, they’re not the only person who can contribute to an official reprimand. Include any statements made by other employees who have raised concerns or have witnessed issues. Ensure that these statements are factual observations – opinions won’t work for official reprimands.

    Focus on improvement instead of highlighting what’s wrong

    The more detailed and specific you are about setting expectations for improvement, the better. The average employee isn’t afraid of receiving corrective feedback – in fact, 72% of employees think that this form of feedback would improve their performance. The key is that this feedback needs to be delivered in an effective way.

    It’s important to be honest with the employee about their performance issues and position future expectations as a positive. For example, a performance improvement plan is a commitment to helping an employee improve. Stay calm, positive, and focus on the benefits instead of dwelling on frustrations.

    Deliver reprimands in person

    Employees should hear their official written warning directly from their manager or supervisor. In this meeting, you can share your concerns and provide specifics about their performance. By delivering the news in person, you can also field questions from them and have them sign the warning letter for your records.

    Embrace Employee Performance Management

    Between employee performance reviews and write-ups, there are plenty of ways that you can maximize your employees’ efforts. The problem is that dedicated employee performance management takes a lot of time and energy for employers.

    GMS helps business owners get the most out of their employees while saving them time. Our experts can take on the administrative burdens associated with hiring, managing, and terminating employees while you focus on other important responsibilities. Contact GMS today to see how we can strengthen your business through employee management and more.

  • An underperforming employee in your organization is an unfortunate reality that every business owner may have to face at one point or another. When an employee is failing to meet expectations, not only do those directly associated with that employee suffer, but the entire company will eventually feel the ripple effect of these behaviors. These repercussions are typically felt more greatly and much more quickly within a smaller business, where every employee tends to play a larger role in the success and failure of your operation.

    Eventually, though, you’ll reach a point where it’s clear that the situation has to change. While terminating the employee may seem like the logical course of action when you reach this point, performance improvement plans may offer a better approach to employee performance management.

     Silhouette of a businessman pushing a boulder up a hill.

    What is a Performance Improvement Plan?

    A performance improvement plan (PIP), sometimes referred to as a performance action plan, is a tool used to give an underperforming employee the opportunity to succeed. Essentially, it can be viewed as a probationary period for employees. The plan itself should be a formal, written document that outlines any recurring behavioral and/or performance issues along with a specific timeline for the employee to achieve certain goals to regain good standing in the company.

    Steps to Implementing a Performance Improvement Plan

    The Society for Human Resource Management (SHRM) outlines the steps that organizations should take to implement a performance improvement plan:

    1. Identify the Underperforming Employee

    Underperforming employees can be challenging to identify within an organization. For example, an underperformer could be a new hire that has a larger learning curve than originally anticipated. Even a top performer can become disengaged if there’s a lack of growth opportunities or challenges. According to PeopleGoal, an employee experience platform, some signs that may suggest that an employee is struggling include:

    • Decreased productivity
    • Decreased engagement
    • Increased time off
    • Increased tardiness

    2. Determine the Right Course of Action

    Performance improvement plans can be beneficial in certain circumstances. However, they can also be a detriment if there isn’t a genuine commitment to improvement. SHRM says that performance improvement plans should be implemented when there is “a commitment to help the employee improve, not as a way for frustrated managers to start the termination process.” 

    To assess whether a performance improvement plan is the appropriate next step, ask yourself:

    • Is it likely that the issue can be resolved through a formal improvement plan? Problems that involve sales goals, quality ratings, and other quantitative objectives are typically issues that could be resolved with a performance improvement plan. Issues related to a poor attitude or bad behaviors, on the other hand, usually aren’t as well-suited to using the goal-oriented process of a performance improvement plan.
    • Has the employee received the proper training to perform the job well? Was the employee’s onboarding process sufficient? Additional training outlined in a performance improvement plan can help correct any gaps in training.
    • Is there a known personal issue affecting the employee’s performance? When an employee experiences troubles in their personal life, it can affect their work performance. A performance improvement plan can help the employee get refocused and back on track in a reasonable time frame.

    3. Draft an Improvement Plan

    Once the need for a performance improvement plan has been established, it’s time to start drafting the plan. As you write the performance improvement plan, be sure to:

    • Define what is considered an acceptable level of performance. Consider the employee’s job description as well as the company guidelines outlined in your employee handbook.
    • Identify areas where the employee’s performance is lacking. Include specific details, such as dates, specific data, detailed explanations, and any previous guidance or reviews given to the employee.
    • Set specific, measurable, attainable, relevant, and time-bound (SMART) goals. Keep in mind, performance improvement plans usually last 30, 60, or 90 days. An example of a SMART goal could be, “John Smith must produce at least 100 units per month for the next three months.”
    • Provide guidance on what the company will do or provide to help the employee achieve these goals. For example, a manager might provide additional training, resources, or coaching to help an employee close a skills gap.
    • Include how often you will meet with the employee to review their progress. Weekly check-in meetings can be common, but the frequency can depend on the goals or circumstances.
    • Clearly state the consequences of not meeting the objectives of the plan. Consequences may include a demotion, transfer to a different position, or termination.

    4. Review the Plan

    It’s important to remove any bias against the employee from the performance improvement plan, especially if you work closely with the employee. Ensure that the performance issue is clearly stated, the goals are fair, and the deadlines are reasonable. It could be in your best interest to have someone in HR review the plan to ensure the plan is attainable and fair.

    5. Implement the Plan

    It’s now time to meet with the employee to discuss the plan and your expectations. A word of caution: performance improvement plans tend to get a bad rap with employees, as they can often be seen as the first step toward termination. As a result, some employees may decide to quit, rather than stick around for what they believe to be inevitable. It’s also important to note that not every employee will respond to criticism well.

    When you meet with the employee, it’s important to communicate the company’s commitment to the plan and to the employee’s success. Employee feedback should also be encouraged during this time to help clarify any areas of confusion and understand their perspective on the current situation. After reviewing the plan and making any modifications, you and the employee should both agree to and sign the written plan.

    6. Monitor Progress

    As stated in the performance improvement plan, you should regularly meet to review the employee’s progress toward meeting their performance goals. Ensure all meetings are scheduled and occur on time. Cancelling, rescheduling, or tardiness to meetings could convey a lack of importance or commitment from you to the employee.

    During these check-in meetings, evaluate the employee’s progress, identifying why progress has or has not been made. If needed, provide solutions or resources to help get the employee back on track.

    7. Plan Conclusion

    The outcome of a performance improvement plan is situational. In an ideal scenario, the employee would reach their goals by or before the plan’s deadline. If this is the case, formally close the performance improvement plan, recognize the employee’s success, and allow the employee to continue employment with the expectation of continued good performance.

    If an employee falls short of meeting their performance goals in the given timeline but is committed to improvement, it could be worthwhile to extend the deadline. In other situations where the employee is unable to improve or their performance worsens, you’ll need to consider whether a transfer, demotion, or termination would be in the best interest of the company.

    Benefits of a Performance Improvement Plan

    Regardless of the outcome, there are many benefits to implementing a performance improvement plan. The process of identifying the root causes of poor performance, outlining clear expectations for improvement, and giving the employee a chance to rectify shortcomings could save significant time and costs related to termination and re-hiring. Additionally, by having these types of plans in place, you’ll create a culture of performance accountability and continuous improvement along every rung on the corporate ladder. 

    Employee Performance Management Services

    As a business owner, performance management is critical to making decisions related to training, career development, compensation, transfers, promotions, and termination. Professional employer organizations (PEOs) like Group Management Services can help. Whether it’s reviewing a performance improvement plan, documenting performance reviews, or even initiating demotions, transfers, or terminations, we can take on the administrative challenges associated with managing employees. In addition to performance management, we can provide comprehensive HR services, including payroll, benefits, and risk management. Contact GMS today to learn more about our employee performance management services.