How Do I Document a Performance Problem?

Q: I’ve already talked to the employee. Why does documentation matter?

Because a conversation nobody wrote down effectively didn’t happen. Documentation serves three purposes: it gives the employee a clear record of what’s expected, it keeps managers consistent over time, and it demonstrates that any eventual decision was based on performance rather than something else. If you ever need to justify a termination, your notes are the evidence.

Q: What separates strong documentation from weak documentation?

Strong documentation is specific, factual, and dated. Weak documentation is vague and evaluative.

• Weak: “Jordan has a bad attitude and isn’t a team player.”
• Strong: “On April 8, Jordan was assigned the Miller report with a Friday deadline. He submitted it the following Tuesday without notifying the team. This is the third missed deadline since February.”

The strong version describes what happened. The weak version describes how you felt about it, which is much harder to defend and easier to challenge.

Q: How quickly should I write it up?

Same day when you can, within a few days at the latest. Memory fades fast, and contemporaneous notes carry far more weight than something reconstructed weeks later. A brief, timely note beats a detailed one written after the fact.

Q: Should the employee see what I’ve written?

For anything formal — a written warning, a performance improvement plan, a documented coaching conversation — yes. The employee should know what’s in their file and have a chance to respond. Ask them to sign acknowledging receipt, and note clearly that signing means they received it, not that they agree. If they refuse to sign, write down that they were given a copy and declined, and have a witness present if possible.

Q: What about my own informal notes?

Managers commonly keep working notes. Write them as though someone else will read them one day, because they may. Keep them factual, store them consistently for all employees rather than building a file on one person, and avoid speculation about health, family situations, or motives.

Q: Should I document good performance too?

Yes, and this is where many managers fall short. A file containing nothing but problems looks like a case being built. A file showing praise, growth, and correction over time looks like actual management. It also makes your feedback more credible to the employee.

Q: Can I go back and add to older notes?

Don’t edit past entries. If you remember something later, add a new dated entry noting when you’re writing and what you’re adding. Altered documents undermine everything else in the file.

The bottom line: Write it down soon, keep it factual, share the formal pieces with the employee, and document the wins alongside the problems. Documentation isn’t about building a case against someone — it’s about making expectations clear enough that most people can meet them.