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Investigate the incident. Compose your correspondence. Deliver the letter. File a copy of the letter.
This step is no different than the verbal warning. Any time an employee's performance or behavior becomes problematic, it's imperative that you personally review the facts and assess the situation. Keep an open mind, and be willing to try and see things from your employee's perspective. Consider who is at fault, and what the circumstances are. The written warning must be composed calmly and without anger or resentment. The goal of your correspondence is similar to the goal of a verbal warning: to communicate what is not working, and suggest ways to correct the problem.  Make it clear in your correspondence what specific behavior or which aspects of your employee's performance are problematic, and why. Cite the specific company policies or laws that are being broken by that behavior.  Refer to any previous verbal warnings or conversations about behavior/performance you've had with the employee.  Give detailed instructions on what the employee needs to do in order to correct these problems, and offer suggestions on how the employee can meet those prescribed goals. For example, if an employee continues to have a bad sales record, reiterate the company's instructions on how to complete a sale. Offer remedial training on making sales calls so that the employee learns how to change his sales strategy to be more effective. Consider whether or not to inform the employee of what the next step in the disciplinary chain would be. This could be a good motivating factor, if the employee has not taken your warnings seriously, but it may also come across as intimidating or threatening. It's best to tread carefully in this regard, and ultimately the choice is up to you. Whether you've typed and printed a physical letter or sent the correspondence by email, you will of course need to deliver that written warning to the employee. Do so in a manner that is discreet and professional, and be sure that no one else in the office is aware of what you are doing.  Protect the employee's privacy and reputation by ensuring that he is the only person who sees and knows about the letter.  Offer to meet with the employee to discuss the contents of the letter, and make it known that you are available to speak if he has any concerns or is unclear about any aspect of the letter. You should also allow him to state his side of the issue, if he has a defense he'd like to offer you. It's important that you maintain a record of any and all correspondences with employees. Any time you discipline an employee at any stage of the progressive disciplinary actions, write down a record of what was said and when, and keep any copies of letters you give to or receive from the employee. Have the employee sign a copy of the letter to acknowledge that he received the written warning and understands the accusations against him.