These 25 prompts are built for HR Managers handling real employee relations work this week — performance issues, terminations, conflict between colleagues, accommodations, and every uncomfortable conversation in between. Paste the prompt into ChatGPT or Claude, fill in the variables, and you get a finished draft you can use or send.
These prompts pair well with Jasper AI for HR Managers-specific tone control, or Copy.ai for fast iteration across multiple cases at once.
Performance Issues and Underperformance Conversations
You are an HR Manager preparing a written summary of a formal verbal warning conversation.
Employee name: {employee_name} Job title: {job_title} Department: {department} Issue: {specific_performance_issue — e.g. “missing three consecutive weekly sales targets by more than 20%”} Prior informal feedback given: {yes_or_no — if yes, briefly describe when and what was said} Improvement required: {two_or_three_specific_measurable_behaviours} Review period: {number_of_weeks} weeks
Write a 300 to 350 word post-meeting summary memo addressed to {employee_name}. Use a direct but non-punitive tone. Open with a one-sentence statement of what the meeting was about and when it occurred. Summarise the performance issue using specific data. State the required improvement as numbered action points with measurable targets. Close with the consequence if the standard is not met within the review period and a sentence confirming the employee can raise questions with HR.
When to use it: Immediately after a verbal warning meeting, before the employee leaves the building or logs off, so the written record matches what was said in the room.
Pro tip: If the employee disputed the facts during the meeting, add a variable {disputed_points} and instruct the model to include a line acknowledging the dispute without conceding it — this protects you if the matter escalates to a tribunal or arbitration.
You are an HR Manager writing a performance improvement plan (PIP) narrative section.
Employee: {employee_name}, {tenure} in role Performance gap: {specific_gap — e.g. “customer satisfaction scores averaging 62% against a 75% team target for four consecutive months”} Root causes discussed: {one_or_two_reasons_employee_gave} Support being provided: {coaching_training_or_resources_offered} Success metrics: {three_measurable_targets} PIP duration: {number_of_weeks} weeks
Write the 400 to 500 word narrative section of a PIP document. Use the SBI model (Situation, Behaviour, Impact) to describe the performance gap in the first two paragraphs. In the third paragraph, acknowledge the support the company is providing. In the fourth paragraph, state the three success metrics as numbered items with deadlines. Close with one sentence confirming the consequence of not meeting the plan. Tone: formal and factual, not disciplinary.
When to use it: When you have agreed the PIP terms with the line manager and need the official document narrative written before the employee sign-off meeting.
Pro tip: The SBI structure helps legally because it separates observable behaviour from interpretation. If your legal team later reviews the document, “behaviour” and “impact” sections are easier to defend than narrative that blends the two.
You are an HR Manager preparing talking points for a line manager who will deliver a performance conversation to a long-tenured employee.
Employee: {employee_name}, {years_of_service} years with the company Role: {job_title} Issue: {performance_issue} Employee’s likely emotional reaction: {defensive / upset / dismissive / unknown} Manager’s communication style: {direct / avoids conflict / overly empathetic} One thing that must be said clearly no matter what: {non_negotiable_message}
Write a one-page coaching script for the line manager. Structure it as: Opening (30 seconds, acknowledges tenure without softening the message), Issue (states the problem with one specific example), Impact (explains why this matters to the team or business), Listen (one open question the manager asks and holds silence for), Path forward (two next steps). Include one sidebar note warning the manager what to do if the employee becomes emotional. Total length 350 to 450 words. Tone: plain, practical.
When to use it: The day before a manager delivers a difficult conversation they have been avoiding. Give them this script at the end of your prep call with them.
Pro tip: The “likely emotional reaction” variable changes the script significantly. A defensive employee needs a different opening than an upset one. If you are unsure, set it to “unknown” and the model will include a branching note for two likely scenarios.
You are an HR Manager writing a follow-up email after a performance conversation where the employee became emotional and the meeting ended early.
Employee: {employee_name} Date of meeting: {meeting_date} What was covered before the meeting ended: {topics_covered} What still needs to be communicated: {remaining_points} Agreed next step: {next_meeting_date_or_action} Tone required: {empathetic_and_firm / neutral_and_procedural}
Write a 200 to 250 word follow-up email from the HR Manager to the employee. Acknowledge that the conversation was difficult. Summarise what was covered in bullet points. State what still needs to be discussed and confirm the next meeting. Do not apologise for the content of the conversation. Close with a line confirming the employee can contact HR directly if they need support before the next meeting.
When to use it: Within two hours of the meeting ending, while the employee is still processing. A prompt email prevents the narrative vacuum that breeds rumours or grievances.
Pro tip: Do not let the model write “I’m sorry this was hard to hear” — that phrasing has been used in employment tribunals to imply the employer knew the process was unfair. Instruct the model to acknowledge difficulty without apologising for the message.
You are an HR Manager writing an internal case note documenting a pattern of lateness for an employee who is approaching the threshold for formal action.
Employee: {employee_name} Incidents: {list_of_dates_and_minutes_late — e.g. “June 3: 18 min, June 10: 22 min, June 17: 31 min”} Prior informal discussion: {date_and_outcome_of_prior_conversation} Business impact: {how_lateness_affects_team_or_operations} Next step if pattern continues: {first_formal_warning / escalation_to_manager / other}
Write a 250 to 300 word internal HR case note. It should read as a factual chronological record, not a complaint. Open with the employee’s name, role, and the period under review. List incidents with dates and durations. State the business impact in one sentence. Record the prior informal discussion. Close with a recommended next step and the trigger condition for taking it. Tone: objective, no emotive language.
When to use it: At the end of the week when you are collating attendance data before deciding whether to escalate. A clean case note now saves you two hours of reconstruction later.
Pro tip: Phrase the business impact around operational facts (“shift coverage required from a colleague on four occasions”) rather than managerial frustration. Operational language holds up better if the employee later argues the discipline was disproportionate.
Termination and Redundancy Conversations
You are an HR Manager writing a termination meeting script for an employee being dismissed for gross misconduct following a completed investigation.
Employee: {employee_name} Role: {job_title} Misconduct finding: {summary_of_finding — one sentence} Investigation completed: {yes — include date} Notice period: {none — gross misconduct / or specify if applicable} Final pay details: {accrued_holiday_payout_and_date} Union or support person present: {yes / no}
Write a 300 to 400 word meeting script the HR Manager reads from. Structure: (1) State the purpose of the meeting in the first sentence. (2) Confirm the investigation process was followed. (3) State the finding and the decision in plain language. (4) Confirm the effective date and logistics (badge, equipment return, final pay). (5) Confirm the right of appeal and deadline. Do not pad the language. Tone: firm, procedurally clear, not apologetic and not aggressive.
When to use it: The morning of the termination meeting, after legal sign-off, to ensure nothing is skipped under pressure. Reading from a script also limits the risk of saying something off-script that creates liability.
Pro tip: Add a variable {likely_response} and set it to “denial” or “anger” — the model will insert a one-line hold script (“I understand this is difficult. The decision has been made and is final.”) at the right point in the sequence so the manager is not caught off guard.
You are an HR Manager writing a redundancy at-risk letter for an employee in a consultation process.
Employee: {employee_name} Role being put at risk: {job_title} Reason for redundancy: {business_reason — e.g. “restructure of the customer service function following the closure of the Manchester site”} Consultation period: {start_date} to {end_date} Number of roles affected: {number} First individual consultation meeting date: {meeting_date_and_time}
Write a 300 to 350 word at-risk letter. Include: the reason for the proposed redundancy, confirmation that no decision has been made yet, the consultation timeline, the date of the first individual meeting, the employee’s right to be accompanied, and a named HR contact for questions. Tone: formal, factual, not alarming but not minimising. Do not use the phrase “we regret to inform you” — it reads as a decision already made.
When to use it: The day consultation begins, before any one-to-one meetings. Every at-risk employee should receive this before their individual meeting, not during it.
Pro tip: If more than 20 roles are affected, UK employment law requires collective consultation and a minimum 30-day period. Add a {jurisdiction} variable if you operate across multiple countries — the model will flag statutory requirements it knows about, though you should verify current law with legal counsel.
You are an HR Manager writing a severance offer summary document for an employee whose role has been made redundant.
Employee: {employee_name}, {tenure} at the company Statutory redundancy pay: {amount} Enhanced redundancy pay offered: {amount_or_none} Notice pay: {weeks_or_amount} Outplacement support offered: {yes_with_provider_name / no} Offer acceptance deadline: {date} Signature required by: {hr_contact_name}
Write a 350 to 400 word severance offer summary. Present each element as a clearly labelled section with the amount or entitlement stated in plain English. Include a section explaining that accepting the offer does not affect the employee’s statutory rights to challenge the process if they believe the selection was unfair. Close with clear instructions on how to accept or decline and the deadline. Tone: clear, professional, no persuasion language.
When to use it: After the final consultation meeting, when you are presenting the written offer the employee takes away to consider.
Pro tip: Include the outplacement support detail even if the employee seems uninterested. Employees who feel supported post-redundancy are significantly less likely to raise Employment Tribunal claims. The cost of an outplacement session is usually less than the cost of one day of legal fees.
You are an HR Manager writing a reference letter for a former employee who was made redundant (not dismissed for cause).
Former employee: {employee_name} Role held: {job_title} Employment dates: {start_date} to {end_date} Key strengths observed: {two_or_three_specific_strengths} Reason for departure: {redundancy — role eliminated} Tone: {neutral_factual / genuinely_warm} Recipient: {prospective_employer_name_or_generic}
Write a 200 to 250 word reference letter. Include: dates of employment, role title, two or three specific strengths with a brief example for each, and a clear statement that the departure was due to redundancy with no performance concerns. Close with an offer to be contacted for further information. Do not include any information about salary, attendance records, or disciplinary history.
When to use it: When a redundant employee requests a reference before starting a new job search. Providing this promptly reduces the risk of a claim that the company damaged their employment prospects.
Pro tip: If your company policy is to provide only factual references (dates and title only), do not use the warm tone option. Instead set {tone} to “neutral_factual” and add a variable {policy_restriction} so the model includes a line explaining why the letter is limited in scope — this avoids the employee interpreting brevity as a negative signal.
You are an HR Manager writing a same-day email to a team whose colleague has just been made redundant and has left the building.
Team size: {number_of_people} Departed employee first name only: {first_name} Official reason: {redundancy — role eliminated} Any business context you can share: {brief_context_or_none} Team manager’s name: {manager_name} Who to contact with questions: {hr_contact_name_and_email}
Write a 150 to 200 word email from HR to the team. Acknowledge that {first_name} has left the company today. State the reason is redundancy without elaborating on personal details. Give one sentence of context if available. Name the manager and HR contact for questions. Close with a sentence that validates that this kind of change is unsettling and that the team can raise concerns directly. Tone: calm, honest, brief. Do not use phrases like “we wish {first_name} all the best” — the team will find it hollow.
When to use it: Within 30 minutes of the employee leaving the site. Silence after a redundancy is the fastest way to generate speculation and anxiety across the team.
Pro tip: The instruction to avoid “we wish them all the best” matters more than it looks. Teams read that phrase as a signal HR is papering over something. Plain acknowledgment (“this is a result of the role being eliminated”) builds more trust than performative warmth.
Conflict Between Employees and Team Disputes
You are an HR Manager writing a meeting agenda for an investigatory interview with an employee who has raised a formal grievance against a colleague.
Complainant: {employee_name} Alleged behaviour: {brief_description — e.g. “persistent undermining comments in team meetings over a four-week period”} Date grievance raised: {date} Interview date: {interview_date} Investigator name: {investigator_name} Note-taker present: {yes / no}
Write a structured investigatory interview agenda. Include: (1) Purpose and process explanation (2 minutes), (2) Confidentiality and note-taking confirmation, (3) Five to seven open questions exploring what happened, when, who witnessed it, and the impact on the complainant, (4) One question about what outcome the complainant is seeking, (5) Closing explanation of next steps and timeline. Write out the questions in full. Total length 300 to 400 words. The questions should follow a chronological sequence and avoid leading language.
When to use it: The day before the investigatory interview. Share it with the note-taker in advance so they know what’s coming and can flag if any questions seem leading before you are in the room.
Pro tip: The “what outcome are you seeking” question is the one most investigators skip, and it is the most useful. If the complainant wants an apology rather than disciplinary action, that changes the resolution pathway significantly and can save weeks of formal process.
You are an HR Manager writing a without-prejudice med