The document outlines the process and importance of delivering a verbal warning to an employee for performance deficiencies or misconduct. It emphasizes the need for clear communication regarding expectations, consequences, and documentation of the warning. The guidance provided includes talking points and procedural notes for supervisors to ensure effective delivery and handling of the warning.

1. www.hrgazette.com Mary E. Wright, Editor
How To Deliver a
Verbal Warning
With Talking Points
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2. A disciplinary action by a
What is a
“verbal warning?
supervisor to a subordinate
Verbal Warning employee.
a) Verbally identifies observed
performance deficiencies or
misconduct.
b) Communicates performance
expectations.
c) Delivers notice of consequences
for failure to improve and/or
meet expectations
www.hrgazette.com Mary E. Wright, Editor

3. The purpose of a verbal
What is the purpose of a
“verbal warning?”
warning is to:
Verbal Warning a) provide notice to an employee
that they are not meeting
employer expectations and that
there could be disciplinary
consequences for failure to
improve.
b) correct or change observed
behavior.
www.hrgazette.com Mary E. Wright, Editor

4. An employee’s direct
Who gives the
“verbal warning?”
supervisor typically gives a
Verbal Warning verbal warning.
a) It may, however, be given by any
agent of the employer in a
superior position to the
employee.
b) The warning should be given in
private. Unless given in an
emergency situation.
www.hrgazette.com Mary E. Wright, Editor

5. The supervisor should :
What is said in the a) identify misconduct or
“verbal warning?” performance deficiencies
Verbal Warning observed.
b) communicate that the conduct
violates policy, constitutes
misconduct or demonstrates
inadequate performance.
c) request improvement within a
certain period, i.e., immediate,
sustained improvement within
the next 30 days, etc., and
d) identify the specific
consequences of failure to meet
expectations.
www.hrgazette.com Mary E. Wright, Editor

6. The verbal warning should
What is said in the
“verbal warning?”
identify the manner or means
Verbal Warning for correcting behavior. For
instance requesting the
employee:
a) obtain further training or
instruction,
b) engage in constructive
conversation with coworkers or
c) improve work habits or ethics.
www.hrgazette.com Mary E. Wright, Editor

7. Should the employer Yes. Always. Make a written
document the “verbal
warning?”
record of:
Verbal Warning a) performance deficiency or
misconduct observed,
b) time and place of the
observation,
c) what was said to (and by) the
employee, and when, and
d) the time frame given for
improvement.
www.hrgazette.com Mary E. Wright, Editor

8. Verbal Warning – Talking Points
• A direct opening • Ask for a response:
sentence: – “Did you…” Not “Why
– “Thank for meeting with did you…”
me.” • Acknowledge agreed
– I asked you to meet with upon or disputed
me because… issues.
– “I observed,” “You were
observed” “We have
• Do not argue or
discovered…” negotiate.
www.hrgazette.com Mary E. Wright, Editor

9. Verbal Warning – Talking Points
• Agreed Upon • Disputed:
– Say “Thank you” – Confirm understanding
– Stop discussing the facts of employee’s position.
of what happened. They – Say “I hear what you are
have been confirmed. saying” or “I understand
– Move on to whether the that you believe…”
conduct violates – Tell them that you will
company policy or document their position.
procedures. – Reconfirm your position.
– Move on.
www.hrgazette.com Mary E. Wright, Editor

10. Verbal Warning – Talking Points
• Identify the policy or • Provide notice of the
procedure violated. consequences of failure:
– Take a copy into meeting – “You can be disciplined
• Say: up to and including
termination of your
– “You must correct this employment.”
conduct.”
– “You could be removed
– “immediate, sustained from your position.”
improvement…”
– “Failure will be reported
– “You have 30 days…” to…”
www.hrgazette.com Mary E. Wright, Editor

11. Verbal Warning - Notes
• Deliver in private • Do not argue or
whenever possible. negotiate.
• Warn as close in • Document the
time to the observed warning.
behavior as possible. • Place documentation
• Give the employee in Personnel File.
an opportunity to
respond.
www.hrgazette.com Mary E. Wright, Editor

12. www.hrgazette.com Mary E. Wright, Editor
Of course, nothing is ever that easy.
There are all sorts of factual twists that can
change the way this material applies in
your particular situation.
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Mary Wright, Editor, HR Gazette
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13. www.hrgazette.com Mary E. Wright, Editor
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