No one enjoys writing up an employee. It’s uncomfortable, awkward, and can feel a bit harsh. 

But, sometimes, it’s necessary, whether someone’s chronically late, missing deadlines, or crossing professional boundaries.

Learning how to write up an employee the right way can actually turn a difficult situation into an opportunity for improvement (and even stop them from getting fired).

Why employee write-ups are important

Before diving into the how-to, let’s look at why write-ups are so important.

A proper write-up isn’t just documentation, but part of a bigger process of managing people well. It shows that your company takes expectations seriously, but it also gives the employee a fair shot to turn things around.

A well-written employee write-up:

  • Documents what happened clearly and accurately
  • Shows that you followed fair procedures
  • Sets expectations moving forward
  • Helps prevent future misunderstandings or legal issues

At its best, a write-up is a tool for coaching and course-correcting. It shouldn’t be seen as a punishment, but as a professional nudge in the right direction.

When to write up an employee

Not every mistake deserves a formal write-up. People have off days, and sometimes a quick chat is all that’s needed.

But if you’ve already talked things through a few times and nothing’s changing, or if something serious happens, it’s time to take it to the next level.

You’ll usually write up an employee when:

  • Verbal warnings haven’t worked
  • There’s a clear policy violation
  • Performance problems keep happening
  • There’s a safety or ethical concern
  • The behavior is affecting the team or business

Think of a write-up as step two or three in a structured process. You’ve already tried coaching and informal conversations.

Now you’re documenting things formally; not to punish, but to create a record and make expectations crystal clear.

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Do your homework first by gathering facts

Before putting pen to paper, you need to make sure you have your facts straight. Nothing weakens a write-up faster than vague statements or emotional language.

Here’s what you’ll want to do:

  1. Review all relevant records and docs: Check attendance logs, performance data, emails, or surveillance footage if applicable. Anything that supports what happened.
  2. Talk to witnesses: If others were involved or affected, get their perspectives privately.
  3. Write down all the details: This includes dates, times, and specific actions. Avoid generalizations like “always late” or “bad attitude”. Use facts like “arrived at 9:40 a.m. on October 12 when the shift began at 9:00 a.m.”
  4. Review company policy: Make sure the behavior you’re addressing actually violates a rule or standard in writing, and confirm how similar cases were handled to maintain consistency.

This step protects you, your team, and your company, and ensures your write-up is fair, consistent, and based on facts instead of feelings (a.k.a., gives it credibility).

Step-by-step guide to write up an employee

Okay, you’ve got the facts, now it’s time to actually write the form. Here’s how to do it so it’s professional, clear, and constructive.

1. Start with the basics

Include the essentials right up front:

  • Employee name and job title
  • Department and supervisor name
  • Date of the write-up
  • The type of issue (e.g., attendance, performance, behavior)

Keeping it simple at the start helps you stay organized and makes the document easy to reference later.

2. Describe exactly what happened

This is the heart of your write-up. Stick to the facts, not opinions or guesses. A good rule of thumb is to write it like a reporter describing an event.

For example:

“On October 15, 2025, John Smith failed to attend the mandatory client meeting scheduled for 2:00 p.m. despite being notified via email and calendar invite. No prior notice or explanation was provided.”

Avoid subjective phrasing like “John is careless” or “John doesn’t take meetings seriously.” These statements invite disputes and weaken the credibility of your write-up.

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3. Reference relevant rules or policies

Tie the incident back to a specific company rule or section of the employee handbook.

Example:

“This behavior violates the Attendance Policy in Section 3.4, which requires employees to notify supervisors before missing a scheduled shift.”

This keeps the write-up grounded in company standards rather than personal interpretation.

4. Explain the impact

Help the employee understand why their behavior matters. Explain how it affects productivity, morale, clients, or the company’s reputation.

Example:

“Missing the client meeting delayed the project timeline by 24 hours and created confusion among the team members.”

This adds weight to the issue and emphasizes accountability.

5. Note any prior conversations

If prior warnings have occurred, reference them. This establishes a documented pattern and shows the company gave the employee opportunities to improve.

Example:

“This is the second recorded incident following a verbal warning on September 20, 2025, regarding missed meetings.”

6. Outline expectations going forward 

Be clear about what needs to change and how success will be measured.

For example:

“John is expected to attend all scheduled meetings on time. If unable to attend, he must notify his supervisor at least one hour in advance. Consistent attendance will be reviewed over the next 30 days.”

Be specific so there’s no confusion later.

7. Mention the consequences

State what will happen if the behavior continues, whether it’s suspension, demotion, or termination. Be clear but not threatening. You’re setting expectations, not issuing ultimatums.

Example:

“Failure to demonstrate immediate and sustained improvement may result in further disciplinary action, up to and including termination.”
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8. Include all signatures

Both you (or the supervisor) and the employee should sign the form. Their signature simply means they’ve received and reviewed the document, not necessarily that they agree with it.

Tone and language: Keep it professional but fair

As mentioned, the key is balancing firmness with professionalism, as well as avoiding judgmental or emotional phrasing; instead, focus on behavior and solutions.

Instead of saying:

“You’re careless and don’t take your job seriously.”

Try saying:

“Failure to meet deadlines has impacted project delivery and client satisfaction.”

The tone should reflect concern for improvement, not hostility. Remember, your goal is to guide the employee toward success, not alienate them.

Doing the employee write-up meeting

The write-up process isn’t complete until you’ve spoken directly with the employee. This meeting is your opportunity to communicate expectations, hear their side of the story, and clarify next steps.

Here’s how to handle it effectively:

  1. Choose a private, neutral setting to avoid embarrassment or confrontation in front of others.
  2. Be calm and factual by presenting the write-up and sticking to documented evidence.
  3. Encourage dialogue and let the employee explain or clarify their perspective.
  4. Reinforce expectations by clearly restating what needs to change and how progress will be tracked.
  5. Document the conversation and make brief notes on the discussion, as well as any commitments made.

A successful write-up meeting ends with mutual understanding, even if it’s uncomfortable.

Employees should leave knowing what’s expected and that the company wants them to improve.

Avoid these common mistakes when writing up an employee

Even well-intentioned managers or HR leaders can make mistakes that weaken a write-up or create legal risks. Here are some pitfalls to avoid:

  • Being vague: “Poor performance” without examples is meaningless. Always use specifics.
  • Showing bias: Avoid subjective terms like “lazy”, “rude”, or “untrustworthy”.
  • Ignoring documentation: If it’s not written, it didn’t happen. Keep thorough records.
  • Skipping due process: Never surprise employees with a write-up before giving them prior warnings, unless it’s a severe offense.
  • Failing to follow up: A write-up without monitoring is ineffective. Always revisit progress.
  • Not being specific enough: Not providing concrete examples with dates, times, and behaviors that can make the write-up unclear or hard to act on.
  • Inconsistent enforcement: Rules being applied differently to different employees, which can lead to discrimination issues.
  • Ignoring the employee’s perspective: You need to give the employee a chance to explain their side of the story so it’s not so one-sided.
  • Using the write-up as punishment: This type of documentation is to correct behavior and ensure the employee improves, not to punish them.
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Follow up after the write-up

Once the write-up is complete and discussed, you have to monitor improvement. Make sure you set a timeline (typically 30, 60, or 90 days) depending on the issue and provide feedback, support, and check-ins.

If the employee does improve, it’s important you acknowledge it because recognition reinforces positive behavior and shows fairness. If they don’t, however, you'll have to follow your company’s disciplinary procedure, whether that’s a second write-up or termination.

You must also document these follow-ups just as thoroughly as you did the initial report. This is because they provide a clear record of consistent management practices and shows that the company offered employees reasonable chances for improvement.

Employee write-ups are part of a healthy workplace

It might sound contradictory, but write-ups can actually strengthen workplace culture when used appropriately, even if employees don’t see it that way.

This is because clear, transparent communication about what’s expected of them can build trust.

Your employees also feel safer knowing that your policies apply equally to everyone and that feedback (positive or negative) is handled consistently without favoritism.

By documenting performance issues constructively, you can more easily create a fair environment that promotes growth, accountability, and respect.

TL;DR

Knowing how to write-up an employee effectively is an essential leadership skill, and there’s more to it than filling out a form. You must guide people toward improvement while protecting your company at the same time.

A thoughtful write-up shows professionalism, fairness, and care for both the employee’s future and the company’s integrity.

FAQs

How to write up an employee for insubordination

If you need to write someone up for insubordination, start by clearly describing what happened, including what was said or done, when it happened, and the context.

Point out which company policy or directive was ignored, and explain how the behavior affected the team or workflow.

It’s crucial you keep the tone neutral and focus on actions, not attitude. And it also helps to mention any previous coaching or warnings so there’s a clear record of steps taken before this point.

How to write up an employee for attendance

When handling attendance issues, you must list the specific dates and times the employee was late, absent, or left early.

Be clear about whether these absences were unexcused or went against your attendance policy.

Explain how the pattern impacts scheduling, productivity, or other team members. Wrap up by restating your attendance expectations and what needs to change moving forward.

How to write up an employee for bad attitude

Writing up an employee for a bad attitude can be tricky, so focus on behavior, not personality. 

Give examples of what you’ve seen and what’s been documented (like negative comments, uncooperative behavior, or disrespect toward coworkers).

Explain how this affects morale or team performance, and note any earlier discussions you’ve had about it. End with clear expectations for how they should act going forward.

How to write up an employee for poor performance

For performance problems, highlight specific examples (missed deadlines, recurring mistakes, or goals that weren’t met).

Include any feedback or training they’ve already received and describe how their work is falling short.

It’s important you’re clear about what needs to improve and when you’ll review progress again.

Setting timelines and offering support shows fairness and helps keep the process constructive.

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