Managing people is one of the most rewarding and, sometimes challenging parts of running a business or leading a team. While most employees aim to meet expectations, there are inevitably times when performance or conduct falls short.

In such situations, one of the first formal steps you might need to take is issuing a verbal warning.

Handled properly, a verbal warning can be a constructive and effective way to address issues early and encourage improvement without jumping to harsher disciplinary action. In general, verbal warnings are part of many organisations’ disciplinary procedures, and while they may not be legally required, it’s important that they’re delivered in line with ACAS guidance and the principles of fairness and transparency.

In this blog, we’ll explore what a verbal warning is, when and how to issue one, and how to make sure you stay compliant with UK labour laws and best practices.

What Is a Verbal Warning?

A verbal warning is often the first formal stage in an organisation’s disciplinary process. It’s a clear, documented conversation with an employee to address concerns about their performance or behaviour. While it may sound informal, a verbal warning is still part of a structured process and should be treated with the same seriousness and care as written warnings.

It’s not to be confused with a casual or informal chat about expectations. A true verbal warning implies that there has already been some informal discussion and that the issue is recurring or significant enough to warrant formal attention.

Verbal warnings can address a wide range of issues, such as:

• Persistent lateness
  
• Minor misconduct
  
• Underperformance
  
• Inappropriate behaviour
  
• Breaches of company policy (that don’t warrant a written warning or more serious action)
  
  

Legal Framework and ACAS Code

While there is no legal requirement in the UK to follow a specific disciplinary procedure for verbal warnings, employers are expected to act reasonably and in line with the ACAS Code of Practice on Disciplinary and Grievance Procedures. This code, while not law itself, is taken into account by employment tribunals. Failing to follow it can increase compensation payouts by up to 25% if an employee brings a successful claim.

The ACAS Code recommends that employers:

• Inform employees of the problem
  
• Hold a meeting to discuss the issue
  
• Allow the employee to respond
  
• Take appropriate action
  
• Give the employee the right to appeal
  

Even when issuing a verbal warning, following this structure can help ensure that the process is fair, transparent, and legally defensible.

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When to Issue a Verbal Warning

Not every issue requires immediate formal action. Often, performance or conduct concerns can be resolved through informal feedback or coaching. However, if informal measures have been tried—or if the issue is more serious than a passing error—it may be time to move to a verbal warning.

For example, let’s say an employee has been consistently late to work over several weeks despite reminders. You’ve spoken to them informally and encouraged improvement, but the problem continues. At this point, a verbal warning could be appropriate to emphasise the seriousness of the issue and prompt meaningful change.

Verbal warnings may also be used when an employee breaches a policy, such as failing to follow correct procedures, but the breach isn’t serious enough to justify a written warning or disciplinary hearing.

How to Give a Verbal Warning (Step-by-Step)

Step1: Prepare Thoroughly

Before you speak to the employee, gather all relevant information such as timesheets, emails, performance reviews, or notes from previous conversations. Know what you’re going to say and focus on facts, not feelings.

It’s also important to check your company’s disciplinary policy to ensure you’re following the correct process.

Step2: Choose the Right Setting

A verbal warning should always be given privately—never in front of colleagues. Choose a quiet, confidential space where you can speak without interruptions. Make sure both you and the employee are comfortable and have time to talk.

Step3: Be Clear and Specific

Start the conversation by explaining the purpose of the meeting. Be clear about the issue, including what has happened, when, and why it’s a problem. Use specific examples and avoid vague language. For instance, instead of saying, “You’ve been unprofessional,” explain: “On three occasions last week, you failed to respond to client emails within the agreed timeframe.”

Step4: Listen to the Employee’s Part patiently

Give the employee a chance to explain or respond. There may be mitigating factors or misunderstandings you’re unaware of. Listening openly is essential for fairness and can often lead to quicker resolution. Taking a balanced approach helps build trust, even in difficult conversations.

Step5: Set Clear Expectations for Improvement

Outline clearly what needs to change, how it will be monitored, and the timeframe for improvement. Be constructive—let the employee know that this is a chance to improve and that support will be provided. Depending on the situation, this could involve training, coaching, or more regular check-ins.

Step6: Always Document the Conversation

Even though it’s called a “verbal” warning, it should always be documented in writing. Make a brief note for the employee’s file, summarising the date, issue discussed, expectations set, and that the conversation was a verbal warning under your disciplinary policy.

Let the employee know that the warning has been recorded and how long it will remain active—typically three to six months, depending on your policy.

Follow Up

Check in with the employee during the agreed time period to review progress. If they improve, acknowledge the effort and confirm that the matter is resolved. If not, you may need to move to the next step—usually a written warning.

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What After a Verbal Warning?

Once a verbal warning has been issued, it should be treated as a chance for the employee to improve—not as a punishment. Many employees respond well when they understand what’s expected and feel supported in making changes.

However, if the issue continues, further disciplinary action may be required. This might involve a formal disciplinary hearing and the possibility of a written or final warning.

It’s also worth noting that if you later dismiss the employee for continued misconduct, having a record of the verbal warning (and any follow-up) will help demonstrate that you followed a fair and reasonable process.

 👉 Be prepared for every disciplinary stage—Clear Path Solutions offers end-to-end HR compliance support.

Conclusion

Remember, while giving a verbal warning, the key is to remain calm, receptive, factual, and supportive. The ultimate goal should be to help the employee improve, not to create fear or resentment.

By following a clear, fair process and, aligning with best HR practices discussed here and, ACAS guidelines—you’ll not only protect your organisation legally, but also build a stronger, more accountable workplace culture.

As an employer always consider the fact that, most people want to do well. Sometimes, all it takes is a candid conversation and a little guidance to help them get back on track.

Need help developing your disciplinary procedures or delivering difficult conversations? Consider seeking advice from an HR professional or reviewing ACAS resources to ensure your approach is legally sound and aligned with best practice.

👉 Get started today—schedule a consultation with Clear Path Solutions to ensure your verbal warning process is compliant, fair, and effective.