• Reprimands should be prompt, precise and positive, face to face and consistent.
• They are appropriate where you are satisfied the problem seen was ‘out of character’ and a case of ’won’t do’ as opposed to ’can’t do’.
• Reprimands are a ‘short, sharp’ reminder where a more structured Performance Coaching conversation including its focus on diagnosing the cause of the problem isn’t required.
• Reprimands must focus on the employee’s performance. Don’t criticise them as a person.
• Ensure reprimands are delivered in private to avoid humiliating the employee.
• Take immediate action and deal with each case. Don’t store things up and then overwhelm the employee with a list of reprimands.
• Keep a diary note of the reprimand in case you need to refer to it if further action is required.

Tell the employee in advance that “we need to talk about aspects of your performance/behaviour that appear to have slipped’.

• Tell the employee exactly what they did wrong and that you know they can perform at a higher level.
• Make sure they understand the impact of this performance.
• Explain the consequences, including the possibility of disciplinary action, if this reprimand has no effect.
• Ask for their explanation and explore as required.
• Ask for their commitment/effort to resuming normal performance.
• Emphasise that you think well of the employee, but not of their performance on this occasion.
• End on a positive note. “We all have bad days” or “This is not like you – I know I can expect better from you.”Keep it brief.
• Make it clear that when the reprimand is over, it’s over.