You remember promising to review their pay. They remember being promised a raise. Five employee conversations worth a written note, and what to put in it.
You remember promising to review their pay after three months. They remember being promised a raise. Now three months have passed, and you’re trying to recall exactly what you said.
I write mainly for small and medium-sized BC employers, where a conversation with an employee often happens between customer calls or on the shop floor. It’s easy to move straight to the next thing, especially when everyone seems to understand each other.
Was that schedule change temporary? Did your supervisor explain what needed to improve? What did you agree to do about the complaint?
Taking a few minutes to write down the details gives you something to refer back to. Confirming an agreement with the employee also helps you catch misunderstandings early.
Here are five conversations worth documenting, even when they don’t feel particularly formal at the time.
1. When you explain what needs to improve
You have spoken to an employee about missed deadlines several times. When you finally issue a formal warning, they say they thought those earlier conversations were just informal chats.
Even a quick one-on-one is worth a note. Record the concern you raised, any examples you discussed and the employee’s explanation. If either of you committed to doing something after the conversation, include that too.
You may not have discussed support, a deadline for improvement or consequences. If you did, record them. Your note should reflect the conversation you actually had.
“Discussed deadlines” gives you very little to work with. A more useful note would be:
“Asked about the late client report. Employee said they were waiting for sales figures. Asked them to let me know when missing information could delay a deadline.”
That records what was said without turning the conversation into a formal performance improvement plan.
2. When an employee mentions a health issue affecting their work
During an attendance discussion, an employee tells you a health condition is affecting their ability to start work at the usual time.
If you have reason to believe a disability may be contributing to the difficulty, you have a duty to inquire about whether accommodation is needed. They do not have to use the word “accommodation.” Ask about the workplace difficulty and possible adjustments before deciding how to address the attendance concern.
Record the difficulty they described, any options discussed or temporary arrangement agreed to, and what each of you said you would do next. Avoid speculation about a diagnosis or collecting medical details you do not need.
Documenting the discussion does not replace taking reasonable steps to accommodate disability-related needs to the point of undue hardship. If you agree to review an arrangement in two weeks, hold the review and record the outcome.
3. When someone raises a complaint
An employee says their supervisor has been making humiliating comments in front of the team. They do not want a fuss. They just want you to know.
Write down what they reported, when the incidents happened, who was involved and what you said you would do next. Keep their account distinct from anything you witnessed yourself. Your note records the complaint; it does not establish that the allegation is proven.
WorkSafeBC requires employers to have procedures for responding to workplace bullying and harassment, including investigation and record keeping. Follow those procedures even when someone wants to keep things informal. Taking a note is only the beginning of responding to the concern.
If you assign the next step to someone else, choose someone who can handle it impartially. The supervisor accused in the complaint should not investigate their own conduct. Document your instructions and follow up on what was done.
4. When you discuss pay, hours or a working arrangement
“We’ll review your pay after three months” and “You’ll get a raise after three months” are different commitments.
The same goes for a temporary change to hours or permission to work from home for a period of time. A supervisor may believe they approved a short trial while the employee thinks the arrangement is permanent.
Confirm the terms in writing, including the effective date and any agreed conditions, review date or end date. Make clear what is agreed and what is still a proposal. If the employee understands it differently, resolve that difference rather than assuming silence means agreement.
Putting a change in writing does not make it lawful. Depending on the circumstances, a substantial change imposed by an employer may be treated as a termination under BC’s Employment Standards Act or give rise to a separate constructive dismissal claim under common law. Get advice before imposing significant changes to pay, hours or other employment terms.
5. When someone says they are leaving
An employee says “I’m done” at the end of a difficult meeting. You take it as a resignation. They may mean they are done with the conversation.
Record the words used and the circumstances, then clarify their intention. BC Employment Standards guidance requires clear and unequivocal facts showing that an employee voluntarily intended to quit and acted inconsistently with continuing their employment.
An email from you calling it a resignation does not resolve an ambiguous statement made when someone was upset. If you are unsure whether they genuinely intended to resign, get advice before treating the employment as over.
Once a resignation is clear, confirm the departure date and any arrangements agreed to. There is still a deadline for paying final wages when an employee resigns.
What to put in your notes
For a routine conversation, include:
- The date, who was present, and the location.
- What was discussed, including relevant examples.
- The employee’s explanation or response.
- Any decision or agreement.
- What each person committed to doing next, and by when.
Write your note while the details are fresh. Use quotation marks only for words you can accurately recall. If you write the note later, record both the conversation date and the date you made the note.
For performance concerns, document improvements as well as continuing problems. When you agree to a change or next step, a short email to the employee can help confirm that you both understood it the same way. For more on regular check-ins, see Modern Performance Management: What's Working Now.
Store records securely, limit access to those who need it for their work, and follow applicable privacy and retention requirements. Employees may be entitled to access their personal information in your records, subject to legal exceptions.
Taking five minutes to make a short note after a routine employee conversation is a useful habit. An investigation, accommodation process or formal performance improvement plan may need much more time, documentation and follow-through.
This is written with provincially regulated, non-union workplaces in BC in mind.
If you want help setting up simple documentation habits, or you're in the middle of a performance, accommodation or complaint issue, Senterra HR can help. Book a free and confidential consultation. For more practical tools, see our free HR resources and the free Employment Contract Red Flag Review.
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