The Value of Informal Warnings
The informal warning is a most valuable management tool and also the most efficient way to give a warning to an employee. Most matters requiring discipline are resolved in this way and it has the advantage of not causing enmity between the giver and the recipient of the warning.
To understand this requires us to look at the purpose of discipline, which is to have employees operate to the performance and behaviour standards of the organisation. Most people at some time are likely to make a careless mistake or to do something that contravenes the rules. The formal disciplinary process with its investigations, formal interviews, right to be accompanied and so on is overkill for minor matters as well as being time-consuming. Also it can easily cause the employee to feel that he or she is now a permanent suspect. Yet minor matters must not be ignored, and this is where the informal warning is so useful. Indeed a sign of a good manager is that you take prompt corrective action following any misdemeanour that could affect the smooth and efficient running of the organisation. Do this consistently and you will be respected by your people.
The definition of an informal warning is one that does not involve a formal meeting followed by a warning placed on record, but nevertheless leaves the employee in no doubt that his or her behaviour or performance has been unsatisfactory in a particular incidence. However we can invoke this informal process in three ways, the mode chosen being the one that you yourself feel is most appropriate in the particular circumstance. The first method is what ACAS in its Code of Practice on disciplinary and grievance procedures calls “having a quiet word”. Examples might be “George, this item is not up to your usual standard” or “Mary, you are starting to over-run your lunch breaks”. You have let the employee know that his or her performance is not acceptable and that you have noticed. You do not need to explain what remedial action the employee needs to take if it is obvious. Another example might be that you go straight in and ask George why the item is not up to standard. This lets him know that you have noticed his performance lapse, yet are approaching the problem with a view to helping rather than admonishing. George may well appreciate that.
The next, slightly harsher method would be to express your displeasure. This should not be done in such a way that other employees are aware of what you are saying. You may be able to do this at the employee’s workstation, but otherwise take him or her to one side for a chat. Point out the problem, state clearly that it is unacceptable, and point out what needs to be done, for example “… so I need you to do the job properly”, or “… so let’s have you back at work on time, eh?”. Again there is no warning stated, but you have expressed your displeasure and made clear what you expect of the employee.
You would use the third method if one of the previous two stages has failed to bring about the improvement or you are addressing a rather more serious matter. This would call for a discussion in a private setting and you may find it preferable to have the meeting at the end of the working day. That need not hold the employee back for long, but it would be unnoticed by other employees and also would cause the employee to take the matter home and deliberate on it. Begin by pointing out that this is not a formal meeting, but nevertheless is a serious one because you are unhappy with some aspect of the employee’s work. Explain the problem clearly, then ask the employee to comment. If the employee is not aware of the problem, give clear evidence. “You have been coming in late recently” is not as potent as “You came in late on Monday, Wednesday and Friday last week, and that is not good enough”. Better than “Your work standard is falling” is “Three of your components were rejected by the inspectors today”. Listen to the employee’s response without interruption. There may be something you can do to help, in which case do it. But otherwise point out to the employee that he or she must arrive at work on time or produce components of the right quality – and at this stage you should warn that, unless there is an improvement to the required standard, you will take formal disciplinary action which could result in the employee receiving a formal warning. To keep this warning informal you should not record it on the employee’s file, though may make a note of the conversation in your diary. However, in order to ensure that this exercise is taken as a warning, it must contain three elements. First, the word “warning”, in the form of “I am warning you that …”; a statement such as “pull your socks up” is not a warning but rather an outburst of temper and totally ineffective. Second, you must state clearly the standard required such as “all the components you produce must be to the specified quality standard” or “late not more than y number of times in any four week period”. And third you must make clear what is likely to happen if the required standard is not achieved. Examples of informal warnings therefore might be “I am warning you that, unless you can guarantee producing to the required standard, I will have to consider transferring you to a lower grade job” or ” I am warning you that, unless you moderate your language in the workplace, I will take further disciplinary action against you, which is likely to lead to you receiving a formal warning”.
Whilst the delivered warning must contain these three elements the process, you could usefully include two more. First remind yourself of the purpose of the exercise, which is to gain an improvement and not punish the employee, therefore consider if you could offer help for the employee. Indeed, if the situation allows, ask the employee if he or she needs help. The conversation is thus a problem-solving rather than a punitive one. Second try to obtain a commitment from the employee. This factor alone can give a huge boost to the effectiveness of the informal warning. People are motivated to do something if they truly want to do it, therefore if they make a genuine commitment, they are more likely to fulfil it. However, the commitment has got to be made and owned by the employee if it is to work. If you say “Come in on time”, there is no employee commitment. If you say “So you are going to come in on time, aren’t you?” the employee will answer “Yes”, but still there will be no commitment. But ask, having delivered the warning, “So what are you going to do about it?”, and keep pressing the question until you get a commitment, you will find then that the employee is far more likely to honour it. Do not offer anything yourself otherwise you will own it. And if you are not convinced by this, then try it. You will find that your informal warnings become far more effective in achieving the improvements you need.
This last approach is by any standard an informal warning. The two earlier approaches – the word in the ear, your expression of dissatisfaction – you may not consider warnings. But each has as its objective a correction to an employee’s performance or behaviour. Indeed you may consider that you have a word in someone’s ear several times each day. But the definition is unimportant. What is important is that, if an employee strays from the straight and narrow path, you take immediate corrective action using the most appropriate one of these approaches. You should get the result you want without further intervention and without causing enmity.
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