Written Warning Template (UK): Free Download
Need to give an employee a written warning but not sure what the letter should say? You’re not alone. Most line managers only issue a handful of these, so it’s easy to miss something important, like the right to appeal or how long the warning stays on file.
In this guide, I’ve shared a free written warning template for UK employers, along with everything you need to use it properly. From what to check before you fill it in to how to run a fair process, so your decision is clear, consistent and properly recorded.
Free Written Warning Template for UK Employers
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Our written warning template is a ready-to-edit letter you can use to confirm a warning after a disciplinary meeting. It’s built for UK line managers, HR teams and business owners who want a clear, consistent letter without starting from a blank page.
It doesn’t replace the disciplinary process. The letter is the last step, not the first. You use it to record a decision you’ve already reached fairly.
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What’s Included in the Template?
The template comes with a first written warning letter and a final written warning letter. Both follow the same layout, so your team can use them the same way every time.
Here’s what each part of the letter is for and what to write in it.
| Template section | What to write | Why it matters |
|---|---|---|
| Employee details | Name, job title, department and the date of the letter | Makes it clear who the warning applies to and when it started |
| Background | The date of the disciplinary meeting, who attended and whether the employee brought a companion | Shows the warning followed a proper meeting |
| Details of the issue | What happened, when it happened and the evidence you relied on | Vague letters are hard to act on and hard to defend later |
| Employee’s response | A short summary of what the employee said and how you considered it | Shows you listened before deciding |
| Outcome | The level of warning: first written or final written | Tells the employee exactly where they stand |
| Improvement required | The change you expect, the timescale and any support or training you’ll give | Gives the employee a fair chance to improve |
| How long the warning lasts | The date the warning stops being active, in line with your policy | Avoids confusion later about whether it still counts |
| Consequences | What may happen if there’s further misconduct or no improvement | ACAS says employees should be told this clearly |
| Right of appeal | Who to appeal to, how to do it and the deadline set by your policy | Gives the employee a route to challenge the decision |
| Signature and record | Your name, role and signature, plus a note that a copy goes on the employee’s file | Creates a clear record for the future |
What Is a Written Warning?
A written warning is a formal disciplinary sanction that confirms, in writing, that an employee’s conduct or performance has not met the required standard. In the UK, it’s usually issued at the end of a disciplinary process, after an investigation and a meeting. It sets out the problem, the improvement needed, how long the warning will stay active and what could happen if things don’t change.
Think of it as a formal record and a clear warning in one. It tells the employee exactly what needs to change. It also gives you a written record if the issue continues and you need to take further action.
Employee Written Warning Templates
Our free written warning template includes two versions to suit different disciplinary situations: a first written warning and a final written warning. The right version depends on the seriousness of the issue, the employee’s disciplinary record and your company’s disciplinary policy. Here’s when to use each one.
First Written Warning Template
Use the first written warning template when misconduct or poor performance has been confirmed and there’s no active warning for the same type of issue. In most cases, this is the first formal step in the process.
For example, an employee has been late eight times in a month without a good reason, even after an informal chat. You’ve investigated, held a meeting and decided a formal warning is fair. The first written warning letter records that decision and sets a clear target for improvement.
Final Written Warning Template
Use the final written warning template when an employee already has an active first warning and the problem continues or a new issue comes up. It can also be used without a first warning when the issue is serious enough on its own.
The big difference is the consequences section. A final written warning should state clearly that further misconduct or failure to improve within the set period could lead to dismissal. That’s why it needs its own version rather than a small edit to the first warning letter.
Before You Fill In the Written Warning Template
A written warning letter is only as good as the process behind it. Before you open the template, check that you can say yes to each of these:
- You’ve checked your disciplinary policy and the employee’s contract.
- You’ve investigated the issue and gathered the evidence.
- You wrote to the employee to invite them to a disciplinary meeting and explained the allegations.
- You told them about their right to bring a companion.
- You held the meeting and gave them a fair chance to respond.
- You’ve thought about whether a disability, health issue or other personal circumstance may be involved.
- You’ve checked how similar cases were handled before, so your decision is consistent.
If any of these are missing, fix that first. A well-written letter can’t make up for a process that skipped important steps.
Written Warning Examples for Common Workplace Issues
The hardest part of any written warning letter is describing the issue clearly. These examples show the kind of wording you could use in the details of the issue and improvement sections. Change the facts to match your own case.
Written Warning for Lateness or Attendance
“On 3, 7, 12, 18 and 24 March, you arrived between 15 and 40 minutes late for your 9am shift. On each occasion, you didn’t contact your manager before your shift started, as our attendance policy requires. We discussed this informally on 28 February. From the date of this letter, you’re expected to arrive on time for every shift and to call your manager before your start time if you’re going to be late.”
Before you issue it: check whether the lateness or absence is linked to sickness, a disability, caring responsibilities or another personal issue. If it is, a disciplinary warning may not be the right response. Sickness absence is often better handled through your absence management process, and you may need to consider reasonable adjustments under the Equality Act 2010.
Written Warning for Conduct or Behaviour
“During the team meeting on 14 April, you raised your voice at a colleague and used offensive language in front of other staff. Two colleagues who attended the meeting gave statements confirming this. This is a breach of our code of conduct. You’re expected to treat colleagues with respect at all times, and any further behaviour of this kind may lead to further disciplinary action.”
Before you issue it: make sure you’ve heard the employee’s side. Was there something behind the behaviour, such as a dispute with the colleague or a grievance they’ve raised? If they’ve raised a related grievance, ACAS suggests you may need to pause the disciplinary process and deal with the grievance first, or handle both together if they’re linked.
Written Warning for Poor Performance
“Your role requires you to process 40 customer orders per day with an error rate below 2%. Over the review period from 1 May to 30 June, you averaged 28 orders per day with an error rate of 7%, as shown in the attached report. We’ll provide two weeks of refresher training and a weekly check-in with your manager. You’re expected to meet the required standard by 30 September.”
Before you issue it: a written warning for poor performance only works if the employee knew the standard and had a fair chance to meet it. Many employers start with informal support or a performance improvement plan. Some policies use a separate capability procedure for performance issues, especially where the employee is trying but struggling. Check which process your policy says to use.
What to Include in a Written Warning Letter
A written warning letter should explain the problem, the change you expect, how long the warning lasts, what happens if things don’t improve and how the employee can appeal. ACAS sets out most of these points in its Code of Practice and its guidance on disciplinary outcomes.
Use this checklist before you send any formal written warning:
- The employee’s name, job title and the date of the letter
- Whether it’s a first written warning or a final written warning
- The date of the disciplinary meeting and who attended
- A specific description of the misconduct or performance issue, including dates
- The evidence you relied on
- A summary of the employee’s explanation and why it didn’t change the outcome
- The improvement or change in behaviour you expect, with a timescale
- Any support or training you’ll provide, especially for performance issues
- How long the warning will remain active
- What may happen if there’s further misconduct or no improvement
- The right to appeal, who to send it to and the deadline
- The name and signature of the person issuing the warning
Getting the Wording Right
The details of the issue section is where most letters go wrong. Words like “poor attitude” or “unprofessional” don’t tell the employee what they did. Stick to facts the employee can recognise.
Compare these two examples:
Too vague: “You have been unprofessional with customers.”
Clear and specific: “On 9 and 16 June, you replied to customer complaints by email using sarcastic language, including the phrase ‘maybe read the instructions next time’. This goes against our customer service standards.”
The second version is fair to the employee and much easier to rely on later.
Our written warning template already has a space for every item on this checklist. Download the free template and fill in each section with the details from your meeting.
Types of Disciplinary Warnings and When to Use Them
Most disciplinary policies follow a series of steps, depending on the issue and the employer’s procedures.
| Stage | When it’s usually used |
|---|---|
| Informal discussion | A minor issue that may be resolved through a conversation |
| Verbal warning | A formal or informal step, depending on the employer’s policy |
| First written warning | Misconduct or poor performance that warrants a formal warning |
| Final written warning | Further issues or sufficiently serious first misconduct |
| Dismissal | Where dismissal is a fair outcome after the appropriate process |
The stages and warning periods depend on your disciplinary policy. A serious first offence may justify a final written warning, while gross misconduct may justify dismissal following a fair process.
When Should You Issue a Written Warning?
You’d usually issue a written warning when misconduct or poor performance has been confirmed and an informal chat either hasn’t worked or isn’t enough. The ACAS Code of Practice says that where misconduct is confirmed or performance is unsatisfactory, it’s usual to give the employee a written warning.
It helps to separate the two main types of issue, because they’re handled a little differently.
Misconduct
Misconduct is about how someone behaves. For example:
- Repeated lateness or unauthorised absence
- Rude or unprofessional behaviour towards colleagues or customers
- Refusing a reasonable instruction from a manager
- Breaking a workplace policy, such as IT, health and safety or social media rules
Poor Performance
Poor performance is about how well someone does their job. For example, missing targets again and again, making repeated errors or not meeting the standards set out in their role. With performance issues, the employee should know what good looks like and get support to improve before formal action is taken.
Gross Misconduct
There’s also a third group. Gross misconduct, such as theft, fraud or physical violence, can be serious enough to justify dismissal for a first offence. A written warning isn’t always the right outcome here. But you still need to follow a fair process before making any decision.
How to Issue a Written Warning Fairly: Step by Step
To issue a written warning fairly, you need to investigate the issue, hold a disciplinary meeting, decide the outcome and then confirm it in writing with a right of appeal. Here’s how to do it, based on the ACAS Code of Practice.
- Check your policy and the contract. Start with your disciplinary policy and the employee’s contract. They may set out who can issue warnings, how many stages you have and how long warnings last. Following your own rules matters as much as following ACAS.
- Investigate the issue. Gather the facts before you decide anything. This could mean checking attendance records, reviewing emails or speaking to witnesses. In most cases, the person who investigates shouldn’t be the person who holds the disciplinary meeting, if your organisation is big enough to separate the roles.
- Invite the employee to a meeting in writing. If there’s a case to answer, write to the employee. Explain the allegations, the possible outcome and the time and place of the meeting. Include copies of any evidence, such as witness statements, so they can prepare. Tell them about their right to be accompanied.
- Hold the disciplinary meeting. Go through the evidence and let the employee give their side. They should be able to ask questions, present evidence and call relevant witnesses. Keep notes of what’s said.
- Decide the outcome. Take time after the meeting to think it through. Consider the employee’s explanation, their record, any mitigating circumstances and how you’ve handled similar cases. Ask yourself whether a warning is fair, and if so, which level.
- Confirm the outcome in writing. Use your written warning template to set out the decision. Send it as soon as you reasonably can after the meeting. Many employers tell the employee the outcome in person first and then send the letter.
- Explain the right of appeal. The letter should tell the employee who to appeal to, how to do it and by when.
- Store the record and set reminders. Keep a copy of the letter, the meeting notes and the evidence on the employee’s file. Add the review date and the date the warning expires to your diary.
The Right to Be Accompanied
Workers have a legal right to bring a companion to a disciplinary meeting that could result in a formal warning. This right comes from section 10 of the Employment Relations Act 1999 and also applies to appeal hearings.
The companion can be:
- A fellow worker
- A trade union representative who has been certified by their union as able to accompany workers
- An official employed by a trade union
If the worker makes a reasonable request to bring one of these people, you must agree. If their chosen companion can’t attend, you must postpone the meeting to a reasonable time the worker suggests, as long as it’s within five working days of the original date.
The companion can put and sum up the worker’s case, respond to views raised in the meeting and talk privately with the worker. They can’t answer questions on the worker’s behalf.
Your own policy may allow more than the legal minimum, such as a family member. You may also need to allow other companions as a reasonable adjustment, for example for an employee with a disability.
How Appeals Work
The ACAS Code says employers should allow employees to appeal against any formal decision, including a written warning. The employee should set out their grounds for appeal in writing.
To keep an appeal fair:
- Hear it without unreasonable delay.
- Ask a manager who wasn’t involved in the original decision to handle it, wherever possible. In a small business, this could be a director or an external HR adviser.
- Allow the employee to bring a companion to the appeal hearing.
- Confirm the appeal outcome in writing as soon as possible.
The appeal can uphold the warning, reduce it or remove it. If the warning is removed, make sure your records are updated to show this.
How Long Does a Written Warning Last?
There’s no legal time limit for how long a written warning lasts in the UK. Your disciplinary policy should set the period, and the warning letter should tell the employee when it will expire. ACAS says the employee should be told how long the warning will remain current.
Many UK employers set a shorter period for a first written warning and a longer one for a final written warning. Periods of around 6 months for a first warning and 12 months for a final warning are common, but they’re not a rule. Choose periods that fit your organisation and apply them consistently.
Once a warning is active, it can be taken into account if there’s further misconduct or no improvement. For example, if an employee with an active first warning commits another act of misconduct, you may move to a final written warning rather than starting again.
Once a warning expires, you should generally treat it as spent and not rely on it when deciding a new sanction. You might still keep a record of it on file, in line with your data retention policy. If you’re thinking about using an expired warning as part of a dismissal decision, get legal advice first.
A few practical tips:
- Put the exact expiry date in the letter, not just “six months”.
- Diary the expiry date so it doesn’t get missed.
- Decide how long absences will be treated. Some policies pause the warning period during extended absence. If yours does, say so clearly and take advice before applying it to absences linked to pregnancy, maternity or disability, as this could be discriminatory.
Managing Written Warnings After They Are Issued
Issuing a written warning is only part of the process. You also need to monitor progress, provide any promised support and keep accurate records.
| Next step | What to do |
|---|---|
| Follow up on progress | Hold review meetings, check whether the employee is meeting the required standards and record the outcome. |
| Provide support | Arrange any promised training or guidance and give the employee a fair chance to improve. |
| Decide what happens next | If the issue continues while the warning is active, follow your disciplinary procedure before deciding whether further action is appropriate. If the employee improves, acknowledge their progress. |
| Keep records secure | Store the warning letter, meeting notes and supporting evidence securely. Limit access to people who need the information and follow your data retention policy. |
Good record-keeping helps you track improvement, check when warnings expire and make consistent decisions if another issue arises.
This can become difficult when warning letters sit in email inboxes and meeting notes are scattered across shared folders. HR software like Zelt brings employee records and documents together in one connected system, making it easier for the right people to access the information they need.
Common Written Warning Mistakes to Avoid
Most problems with written warnings don’t come from the letter itself. They come from shortcuts in the process. Here are the mistakes to watch out for.
Writing the letter before the meeting. If the warning letter is ready before you’ve heard the employee’s side, the meeting is just a formality. Employees can usually tell, and so can a tribunal. Decide the outcome after the meeting, not before.
Being vague about the problem. A letter that says “your behaviour needs to improve” doesn’t tell the employee what to change. Include dates, facts and the rule or standard they didn’t meet.
Forgetting the right to be accompanied. This is a legal right, not a nice extra. If the meeting could lead to a formal warning, tell the employee in your invitation letter that they can bring a companion.
Treating similar cases differently. If one employee gets a first written warning for something and another gets a final warning for the same thing, the decision will look unfair. Check how past cases were handled before you decide.
Ignoring health, disability or personal circumstances. Poor performance or attendance can sometimes be linked to a health condition, disability or something happening at home. If that’s possible, explore it before taking disciplinary action. You may need to make reasonable adjustments instead.
Mislabelling the warning. Calling a first warning “final”, or forgetting to say a warning is final, causes confusion later. Make the level of warning clear in the heading and the body of the letter.
Losing track of expiry dates. If nobody knows when a warning expires, you might rely on one that’s already spent, or forget about one that’s still active. Both can lead to unfair decisions.
Conclusion
A good written warning is clear, specific and backed by a fair process. Investigate first, hold a proper meeting, offer the right to be accompanied and give the employee a route to appeal. Then use the letter to record your decision in plain, factual language.
Our written warning template gives you a ready-made structure for both first and final warnings, so every manager in your business uses the same format.
And if your disciplinary records are spread across inboxes and shared folders, it might be time to bring them together. Zelt helps UK businesses keep employee records and HR documents in one connected system. You can book a demo today!
Frequently Asked Questions
Do You Have to Give a Verbal Warning Before a Written Warning?
No. The ACAS Code doesn't require a verbal warning before a first written warning. Some disciplinary policies include a verbal warning stage, though. If yours does, you should normally follow it unless the issue is serious enough to skip a stage.
Can an Employee Refuse to Sign a Written Warning?
Yes. An employee doesn't have to sign a warning letter, and refusing doesn't stop the warning from taking effect. If you ask for a signature, make it clear it only confirms they've received the letter, not that they agree with it. If they refuse, make a note of this on file.
How Many Warnings Can an Employee Get Before Dismissal?
There's no set number in UK law. Most policies use a first written warning and then a final written warning before dismissal. Some add a verbal warning at the start. For gross misconduct, an employer can dismiss without previous warnings, but only after a fair process.
Who Should Issue a Written Warning?
Usually the manager who held the disciplinary meeting, as long as your policy gives them the authority to do so. Ideally, this shouldn't be the same person who carried out the investigation. Appeals should go to someone who wasn't involved in the original decision, where possible.
Can You Give a Written Warning by Email?
Yes, ACAS says the outcome can be confirmed in a letter or an email. Whichever you use, attach the warning as a document or write it in full, and keep a copy on the employee's file.
Can You Give a Written Warning During Probation?
Yes. Many employers use a lighter process during probation, but your policy and the employee's contract should set out what applies. Remember that the right to be accompanied and protection from discrimination apply from day one.
ACAS also confirms that from 1 January 2027, employees will be able to claim unfair dismissal after 6 months in a job, instead of 2 years. That makes clear records and a fair process more important for newer staff too. Check the latest ACAS guidance on the Employment Rights Act 2025 for updates.
Does a Written Warning Affect a Reference?
It can. Employers aren't usually required to give a reference, but if they do, it must be accurate and fair. Mentioning an expired or irrelevant warning could make a reference misleading. Many employers only give basic references, such as job title and dates of employment, to avoid this issue.
Is a Written Warning a Legal Requirement?
No. UK law does not generally require employers to issue a written warning before taking disciplinary action. However, the ACAS Code of Practice recommends following a fair disciplinary process, which may include written warnings. Employers should also follow their own disciplinary policy and employment contracts.
