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View full libraryA verbal warning letter template for confirming an informal warning given to an employee following a conduct, attendance or performance concern, while making clear that the matter is being dealt with informally.
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-warning-letter-template.jpg "Verbal (informal) warning letter template")
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[Sender name]
[Sender address]
[date]
[Recipient name]
[Recipient address]
Dear [Recipient first name],
Informal warning regarding [conduct / attendance / performance]
Following our meeting on [date], I am writing to confirm the concerns we discussed regarding [briefly describe the issue].
The purpose of our discussion was to make you aware of the concern, understand your perspective and clarify the standard expected going forward.
The concern
As discussed, the concern relates to [provide a clear and factual description of the conduct, attendance or performance issue].
In particular, [provide relevant example(s), including dates or other factual information where appropriate].
This is a concern because [explain the impact and/or the standard expected by the company].
Your response
During our meeting, you explained that [summarise the employee's explanation fairly and factually].
I have taken your explanation into account when considering how to address the matter.
Informal warning
Having considered the circumstances, I am confirming that this matter is being addressed through an informal warning.
This is intended to
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-warning-letter-template-preview.jpg "Verbal (informal) warning letter template preview")
An informal warning can be appropriate where an employee's conduct, attendance or performance falls below the required standard but the circumstances do not warrant formal disciplinary action. This letter provides a written record of the conversation and makes clear what the employee is expected to do differently.
The letter records the reason for the informal warning and provides a factual summary of the concern discussed with the employee. It can be used following a conversation where the employee has already had an opportunity to explain their position.
A useful informal warning should not simply record what went wrong. It should explain the standard expected going forward and, where appropriate, identify the specific changes in conduct, attendance or performance that the employee needs to make.
Where the employee needs additional support, training, guidance or a further review meeting, the letter can record the arrangements agreed. This helps ensure the informal process is focused on improvement rather than simply documenting a problem.
The letter can make clear that the informal warning is not a formal disciplinary warning, while explaining that further concerns may result in the company considering formal action. The wording should avoid suggesting that a particular future outcome has already been decided.
Related HR resources and workflow
Explore the HR resources that may be relevant before and / or after using the Verbal (informal) warning letter, helping you understand the wider process, maintain appropriate documentation and follow a consistent approach.
Our Concern about Conduct Letter Template helps address behavioural issues promptly, promoting a harmonious and professional workplace.
A Disciplinary Hearing Invitation Letter is used to formally invite an employee to a disciplinary hearing where there are concerns about their conduct, behaviour or other alleged misconduct.
Use these best practice actions, recommended timescales and process stages to understand when and how the Verbal (informal) warning letter should be used, helping ensure each step is handled consistently and appropriately documented.
Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.
No. A verbal or informal warning is generally a management intervention intended to address a concern before formal disciplinary action is considered. A formal verbal warning is different: it is a disciplinary sanction normally issued following a formal disciplinary process and should not be confused with an informal warning.
It is good practice to keep a clear record of an informal warning and any expectations agreed with the employee. Confirming the discussion in writing helps ensure that both the manager and employee understand what was discussed and what needs to improve.
Yes. An informal warning can be used to address a range of workplace concerns, including conduct, attendance or performance, where informal management action is appropriate. The employer should consider whether a capability or performance management process would be more suitable depending on the circumstances.
There is no universal statutory period for an informal warning. The organisation should follow its own policies and apply a reasonable approach. If the warning is not intended to be a formal disciplinary sanction, it is helpful to make that distinction clear in the letter.
An informal warning would not normally carry the same formal appeal process as a disciplinary warning. However, employees should be able to raise concerns if they believe the discussion or record is factually incorrect or unfair, in accordance with the organisation's procedures.
AI can generate a generic warning letter, but it may blur the important distinction between an informal management warning and a formal disciplinary warning. HRDocBox templates are designed around practical UK HR processes and help employers use proportionate wording that records the concern, sets expectations and leaves future decisions open to proper consideration. The template can then be adapted to the employer's own policies and circumstances.
How this content is developed and reviewed
The Verbal (informal) warning letter template is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.
Darryl Horn, Chartered HR Director
Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.
He has extensive practical experience of managing disciplinary HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.
HRDocBox has been creating practical UK HR documents since 2009.
"Darryl provides support and advice with excellent judgement, and has a strong understanding of people, policies and UK employment legislation."
"He is someone I trust; consistent, dependable, and committed to doing things properly."
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