Employee Passport / HR practice guides
Coaching before disciplinary action
Coaching before disciplinary action can offer a fair, proportionate response to a minor workplace concern. Set clear expectations, support and review points.
Anonymised practice examples drawn from cases handled by our team.
When an informal approach may help
A minor conduct or performance concern does not always require a formal warning. Before choosing a route, understand what happened, hear the employee’s explanation and check the relevant policy. A lack of knowledge, unclear expectations or a training need may call for coaching. Serious allegations still require appropriate fact-finding.
Start with the concern
Describe the concern in specific, observable terms. Explain the expected standard and the effect on the work. Give the employee time to respond. Check whether there are relevant circumstances, support needs or disagreements about the facts before deciding how to proceed.
Choose a proportionate response
Separate the choice of process from the choice of sanction. If coaching is suitable, explain why. If the concern is serious, disputed or requires further enquiries, use the appropriate investigation route. Neither a private conversation nor an investigation should be treated as a predetermined disciplinary decision.
Planning coaching before disciplinary action
Record the improvement expected, the support or training offered and a realistic review point. Explain who will provide the support and how progress will be assessed. Share the main points with the employee so both parties understand the arrangement. An informal note should not be presented as a formal warning.
Review what actually changes
At the review, compare the employee’s work with the original expectations. Discuss what improved, what remains difficult and whether the agreed support was delivered. If a different route is needed, explain the reasons and follow the applicable procedure. The absence of a warning alone does not establish that the concern has been resolved.
Practical checklist
Identify the concern and expected standard. Hear the employee’s explanation. Check policy and relevant circumstances. Decide whether coaching or formal fact-finding fits. Record support, review arrangements and the reasons for the chosen route. Review observed progress before deciding the next step.
The learning for managers
Make the decision to use an informal route clear and reviewable. Coaching works best as a defined improvement plan, rather than an undocumented conversation or a warning under another name. This practice example explains the approach; it does not claim a particular employee result, financial saving or reduction in disputes.
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Further reading
Acas: investigations for discipline and grievance
General guidance for Great Britain. Apply the relevant facts and policy to a live case.
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