In one project, closing the till at the end of the day was part of one person’s duties, and they did it correctly. One of the managers had not settled their daily purchase account. The cashier followed up several times, politely, before the end of the day. The manager was upset that it had been done in front of others and asked for a formal disciplinary warning.
To prevent warnings based on personal taste, I had designed a form in which the alleged breach is written down first. Then, in a private meeting, the upset manager, the employee and I, as HR coach and advocate for staff, reviewed it. I asked two questions: was this part of their duties? And had they done it correctly? The manager confirmed both. No warning was issued. That employee was one of the most careful people on the team, and was even commended in later weekly meetings.
What does the research say?
The CIPD Good Work Index 2026 (UK data, not Iranian) finds that one in four employees has experienced conflict at work. Over half of them (51%) said they just let it go, and only 31% spoke to a manager or HR. In my view, when there is no clear route for dealing with it, conflict either stays hidden or becomes a decision based on taste.
A tool: two forms and a ladder
These pieces come from the codes I write for businesses:
- 1An incident report form, completed the same day: date, time, place, the person’s name and a factual description of observed behaviour; only what was seen and heard. A correct example: “At 14:30 so-and-so spoke with a colleague for five minutes. A customer asked twice and got no answer.” An incorrect one: “These two like each other and their work has suffered.”
- 2A five-step ladder, with no skipping of steps: immediate private feedback; a recorded verbal reminder; a written warning with a correction plan; a final warning; and, if it recurs, ending the employment in line with labour law.
- 3Four levels of breach decide where to start: minor, moderate, serious. Level four, such as theft or violence, sits outside the ladder and is handled immediately, but even there the report form and hearing the person’s explanation are required.
- 4A written-warning form: the relevant clause, an explicit consequence of repetition and the person’s signature. If they refuse to sign, two witnesses sign.
- 5A fortnightly 5 to 10 minute conversation between supervisor and each person, regardless of any breach: what went well? Where do you need help? Are you aware of your current standing?
A code is not only punishment. Write in rewards for outstanding performance, regular attendance and new ideas. This text is not legal advice; check amounts and clauses against labour law and a legal adviser.
Try it this week
Take the last complaint you heard about an employee and rewrite it only as “what was seen.” If you cannot, it is not yet behaviour. It is an impression.
A warning issued without a form is one manager’s decision. A warning issued after a form and after hearing both sides is the organisation’s decision.
Before any warning, write down the behaviour: what was seen, not what was inferred.
