Here’s how to avoid the problem from the outset: Before you meet with an employee to give her a written warning, discuss your intentions and your concerns. Tell your subordinate, ‘‘Anne, I’m conducting this meeting because it appears to me that a written warning will be necessary. Before I sit down to write it, I want to learn your side of the story. There may be extenuating circumstances that I’m not aware of.’’

Assuming that there aren’t extenuating circumstances to change your course of action, write the warning after your meeting with the employee. By doing so, you’ll show that you’re a fair arbiter of workplace disputes. You’ll demonstrate that you listen to both sides of a story before reaching a conclusion. Also, you’ll have the opportunity to share the message that a written warning is in the works, thereby alleviating the stress that comes when these kinds of workplace documents are suddenly brought to someone’s attention as ‘‘signed, sealed, and delivered.’’

One more thing: As much as possible, include the employee’s side of the story in your disciplinary narrative. Construct statements like this: ‘‘When I asked youwhy . . . you said. . . .’’ Such statements show on paper that you’ve listened to the employee’s side before resorting to discipline. That’s the best management practice of all.

Taken From : The Hiring and Firing Quention and Answer Book