At a glance
| Document type | Employer letter template |
|---|---|
| Issued by | Employer |
| Templates included | 5 ready to use versions |
| Download format | Word (.docx) |
| Statutory reference | Industrial Relations Code, 2020 |
| Last reviewed | 26 August 2026 |
| Maintained by | Engage HR editorial team |
Show cause notice, charge sheet, suspension and warning
Four documents used at different points of the same process. The most common error is issuing them in the wrong order, or issuing one and calling it another.
| Show cause notice | Charge sheet | Suspension pending inquiry | Warning letter | |
|---|---|---|---|---|
| When | After the allegation surfaces, before any finding. | Where a formal inquiry is to be held, framing the charges. | Where the person's presence would prejudice the inquiry. | After the finding, recording the outcome. |
| What it does | Requires an explanation. | Sets out charges to be inquired into. | Removes the person from duty without prejudging. | Records the finding and the consequence of recurrence. |
| Outcome at this point | Genuinely open. | Open, to be determined by the inquiry. | Not a punishment and must not read as one. | Decided. |
| Typical period | Two to seven days, stated. | As the procedure provides. | As short as the inquiry allows. | Not applicable. |
| Where it goes wrong | Written as an accusation with a conclusion attached. | Charges too vague to answer. | Used as punishment, or continued indefinitely. | Issued without any of the above happening first. |
Standard show cause notice format
Eight elements. The document is short, and everything turns on precision in the second and third.
- Header. Employee name, code, designation, department, date, and a subject line saying what the notice is.
- The allegation. What is alleged, with dates, times, places and the persons involved. Numbered where there is more than one.
- The standard. The policy, rule, standing order or term of employment the conduct would breach if established.
- The material relied on. What the allegation is based on, enclosed or identified so the employee can address it.
- The requirement to explain. That the employee is called upon to show cause in writing why action should not be taken.
- The period. A date and time by which the reply is required, and to whom it should be sent.
- The consequence of not replying. That a decision may be taken on the material available if no reply is received.
- Signature and receipt. Issued by someone with authority, with acknowledgement of receipt recorded.
What must not appear anywhere is a statement that the conduct occurred, or that it amounts to misconduct. Both are conclusions the notice exists to test.
5 letter templates
Show Cause Notice for unauthorised absence
The most frequently issued. Note that it asks why the absence occurred rather than asserting it was deliberate.
[Company Letterhead] Ref: [Reference Number] Date: [Date] STRICTLY PRIVATE AND CONFIDENTIAL [Employee Name] Employee code: [Employee Code] Designation: [Designation] Department: [Department] Sub: Show cause notice Dear [Employee Name], 1. It is alleged that you were absent from duty on [Dates of Absence], and that no application for leave was made in advance through [System Name] and no intimation was given to [Manager Name] before the start of your shift on any of those days. 2. If established, this would be a breach of clause [Clause Reference] of the attendance policy at [Policy Location], a copy of which is enclosed. 3. The allegation is based on the attendance record for the period [Record Period] and on the report of [Reporting Person Designation] dated [Report Date]. Copies of both are enclosed. 4. You are called upon to show cause in writing why action should not be taken against you in respect of the above. 5. Your written explanation should reach [Recipient Name and Designation] at [Recipient Contact] by [Reply Deadline Date] at [Reply Deadline Time]. 6. If you wish to be heard in person before a decision is taken, say so in your reply and a meeting will be arranged. 7. If no reply is received by the date stated, [Company Name] may proceed to a decision on the material available. 8. No conclusion has been reached on this matter. This notice is issued so that your explanation can be considered before any decision is made. Yours sincerely, [Signatory Name] [Signatory Designation] [Company Name] Enclosures: attendance record; report dated [Report Date]; attendance policy Received: Signature: ______________________ Name: [Employee Name] Date: [Date] [Where the employee declines to sign: refusal to acknowledge witnessed by [Witness Name], [Witness Designation], on [Date].]
Show Cause Notice for financial irregularity
Where money is involved the temptation to write accusingly is strongest. This version states the discrepancy and asks for the explanation.
[Company Letterhead] Ref: [Reference Number] Date: [Date] STRICTLY PRIVATE AND CONFIDENTIAL [Employee Name] Employee code: [Employee Code] Designation: [Designation] Department: [Department] Sub: Show cause notice Dear [Employee Name], 1. On [Date of Review], a review of [Records Reviewed] for the period [Period Reviewed] identified the following: a) [Discrepancy 1: what the record shows, what was expected, and the difference] b) [Discrepancy 2: what the record shows, what was expected, and the difference] 2. It is alleged that these entries were made or approved by you, and that they do not reflect transactions supported by the documentation required under clause [Clause Reference] of [Policy Name]. 3. If established, this would be a breach of [Policy Name] at [Policy Location] and of clause [Clause Reference] of your appointment letter dated [Appointment Letter Date]. 4. The allegation is based on [List of Documents Relied On]. Copies are enclosed. If you require any further record in order to reply, ask [Records Contact] and it will be provided. 5. You are called upon to show cause in writing why action should not be taken against you in respect of the above. 6. Your written explanation should reach [Recipient Name and Designation] at [Recipient Contact] by [Reply Deadline Date] at [Reply Deadline Time]. Given the volume of records involved, if you need more time, ask before that date and a reasonable extension will be considered. 7. If you wish to be heard in person before a decision is taken, say so in your reply. 8. If no reply is received by the date stated, or by any extended date agreed, [Company Name] may proceed to a decision on the material available. 9. No conclusion has been reached. This notice is issued so that your explanation can be considered before any decision is made. Yours sincerely, [Signatory Name] [Signatory Designation] [Company Name] Enclosures: [List of Enclosures] Received: Signature: ______________________ Name: [Employee Name] Date: [Date]
Show Cause Notice for refusal to carry out an instruction
These cases usually turn on whether the instruction was lawful and reasonable, so the notice has to set out the instruction itself.
[Company Letterhead] Ref: [Reference Number] Date: [Date] STRICTLY PRIVATE AND CONFIDENTIAL [Employee Name] Employee code: [Employee Code] Designation: [Designation] Department: [Department] Sub: Show cause notice Dear [Employee Name], 1. It is alleged that on [Date of Incident] at approximately [Time], at [Place], you were instructed by [Instructing Manager Name], [Designation], to [Description of the Instruction], and that you declined to carry out that instruction. 2. It is further alleged that in declining you [Description of Anything Said or Done, stated specifically], in the presence of [Persons Present]. 3. If established, this would be a breach of clause [Clause Reference] of the code of conduct at [Policy Location] and of your obligation under clause [Clause Reference] of your appointment letter dated [Appointment Letter Date]. 4. The allegation is based on the report of [Reporting Person Designation] dated [Report Date] and on [Other Material]. Copies are enclosed. 5. You are called upon to show cause in writing why action should not be taken against you in respect of the above. In your reply, please address in particular: a) whether the instruction described was given to you as alleged; b) your reason for the response you gave; c) anything you consider relevant about the circumstances at the time. 6. Your written explanation should reach [Recipient Name and Designation] at [Recipient Contact] by [Reply Deadline Date] at [Reply Deadline Time]. 7. If you wish to be heard in person before a decision is taken, say so in your reply and a meeting will be arranged. 8. If no reply is received by the date stated, [Company Name] may proceed to a decision on the material available. 9. No conclusion has been reached on this matter, including on whether the instruction was one you were obliged to carry out. Yours sincerely, [Signatory Name] [Signatory Designation] [Company Name] Enclosures: [List of Enclosures] Received: Signature: ______________________ Name: [Employee Name] Date: [Date]
Show Cause Notice for prolonged unexplained absence
Sent to the address on record when someone has stopped attending. The tone matters: the person may be unwell or in difficulty, and the notice should leave room for that.
[Company Letterhead] Ref: [Reference Number] Date: [Date] BY REGISTERED POST AND BY EMAIL [Employee Name] [Address on Record] Employee code: [Employee Code] Designation: [Designation] Sub: Show cause notice, absence from duty since [First Date of Absence] Dear [Employee Name], 1. You have not attended work since [First Date of Absence]. No application for leave has been received, and no intimation of the reason for your absence has been received by [Manager Name] or by [HR Contact]. 2. We have attempted to contact you on [Dates of Contact Attempts] by [Methods of Contact] and have not received a response. 3. Your continued absence without intimation would, if unexplained, be a breach of clause [Clause Reference] of the attendance policy at [Policy Location]. 4. You are called upon to show cause in writing why action should not be taken against you in respect of your absence, and to state the reason for it. 5. Your written explanation should reach [Recipient Name and Designation] at [Recipient Contact] by [Reply Deadline Date]. 6. If you are unwell, or there is any circumstance preventing you from attending or from replying, please tell us. We would rather know than assume. If a medical certificate applies, send it with your reply. If you need help, contact [Support Contact]. 7. If no reply is received by the date stated, [Company Name] may proceed to a decision on the material available, which may include a decision that you have abandoned your employment. 8. No conclusion has been reached. This notice is issued so that your explanation can be considered. Please treat this as urgent. Yours sincerely, [Signatory Name] [Signatory Designation] [Company Name] Copy sent to: [Email Address on Record] Despatched by registered post on [Despatch Date], receipt number [Receipt Number]
Show Cause Notice for charge sheet for formal inquiry
Where the matter is serious enough for a formal inquiry, the charges are framed as articles. The structure is more formal than an ordinary notice.
[Company Letterhead] Ref: [Reference Number] Date: [Date] STRICTLY PRIVATE AND CONFIDENTIAL [Employee Name] Employee code: [Employee Code] Designation: [Designation] Department: [Department] Sub: Articles of charge and notice to submit written statement of defence Dear [Employee Name], You are hereby charged with the following, and are called upon to submit a written statement of your defence. ARTICLE I That you, [Employee Name], while working as [Designation] in [Department], on [Date of Incident] at [Place], [Description of Alleged Act, stated as a single specific act]. ARTICLE II That you, [Employee Name], while working as [Designation] in [Department], on [Date of Incident] at [Place], [Description of Alleged Act, stated as a single specific act]. STATEMENT OF IMPUTATIONS The imputations in support of the above articles are set out in Annexure A. LIST OF DOCUMENTS The documents relied on are listed in Annexure B, and copies are enclosed. Any document listed which you wish to inspect in original may be inspected by arrangement with [Records Contact]. LIST OF WITNESSES The witnesses proposed to be examined are listed in Annexure C. YOUR WRITTEN STATEMENT OF DEFENCE You are required to submit a written statement of your defence to [Recipient Name and Designation] at [Recipient Contact] on or before [Reply Deadline Date], and to state whether you admit or deny each article of charge. INQUIRY Where any article is denied, an inquiry will be held into that article. You will be given notice of the date, time and place, an opportunity to be heard, an opportunity to cross examine the witnesses examined in support of the charges, and an opportunity to produce evidence in your defence. ASSISTANCE You may be assisted at the inquiry by [Assistance Permitted, as the applicable procedure provides]. IF YOU DO NOT REPLY If no written statement is received by the date stated, the inquiry may be held and concluded in your absence on the material available. No finding has been made on any article of charge. These articles set out what is alleged, and the inquiry will determine what, if anything, is established. Yours sincerely, [Signatory Name] [Signatory Designation] For [Company Name] Annexure A: statement of imputations Annexure B: list of documents Annexure C: list of witnesses Received: Signature: ______________________ Name: [Employee Name] Date: [Date]
What it has to contain
| Element | Why it matters |
|---|---|
| The allegation stated as an allegation | Wording such as you were absent, rather than it is alleged that you were absent, states a finding. Every conclusion in the notice narrows what the reply can achieve, and a reader looking at the file later can see the outcome was settled before the explanation arrived. |
| Dates, times, places and persons | An employee cannot answer a general accusation. If the notice cannot say when and where, the matter is not ready to be put, and the reply will be a general denial that establishes nothing either way. |
| The standard the conduct would breach | Naming the policy, rule or term gives the employee something to address and shows the allegation is a breach of something they could have read, rather than a manager's displeasure. |
| The material relied on | Enclose it or identify it clearly. An employee asked to explain a discrepancy they have not been shown cannot do so, and a decision taken on material never disclosed is the defect most likely to undo an otherwise sound process. |
| A stated deadline with a date and time | Immediately and at the earliest are not deadlines. State when the reply is due, to whom, and by what means, so there is no argument later about whether the employee replied in time. |
| What happens if there is no reply | The employee is entitled to know that silence has consequences. Without it, proceeding on the available material looks like a step nobody warned them of. |
| An express statement that no conclusion has been reached | It is the sentence that makes the rest of the notice consistent with its purpose, and it disciplines the drafter, because a notice that cannot honestly carry that sentence has been written as an announcement. |
How to write one
- Establish what you actually know. Separate what is documented from what has been reported to you and what is being assumed. Only the first two belong in the notice, and the allegation should be framed no wider than the material supports.
- Check what procedure binds you. Where standing orders apply to the establishment, they govern the disciplinary procedure and may prescribe the form the notice takes and the period allowed. Where they do not, follow your own policy. Departing from your own published process is straightforward for an employee to point at.
- Decide whether a formal inquiry is needed. For a straightforward matter an ordinary show cause notice is enough. Where the allegation is serious, disputed, or likely to end in dismissal, frame articles of charge and hold an inquiry, because the reply alone will not resolve a contested account.
- Set a period that is workable. Two to seven days suits most matters. Where the employee has to review records to reply, allow longer or invite a request for more time. A deadline of the same day, on a matter involving documents, produces a reply that answers nothing.
- Strip out every conclusion before issuing. Read the draft looking only for statements that assume the answer: misconduct, gross negligence, deliberately, your misconduct. Replace each with the alleged act. This single pass fixes most defective notices.
- Serve it so that receipt can be proved. Hand it over and take acknowledgement, with a witness noting any refusal to sign. Where the employee is not attending, send it by registered post to the address on record and by email, and keep the despatch proof.
- Read the reply properly and record what you made of it. The reply has to be capable of changing the outcome. Where it is not accepted, the decision should say what was said and why it was rejected, because a decision that does not engage with the explanation suggests it was not read.
The wording that decides everything
The purpose of a show cause notice is to obtain an explanation while the outcome is undecided. Most defective notices fail on that single point, and the failure is visible in the verbs.
Compare two openings. The first says that you were absent from duty without authorisation and that this constitutes misconduct. The second says that it is alleged that you were absent on the stated dates, and that if established this would be a breach of the attendance policy. The first has made two findings, that the absence occurred and that it was misconduct, before hearing anything.
The distinction decides which procedure applies. A notice that states findings tells the employee, and anyone reading the file afterwards, that the decision was taken before the explanation arrived. That undermines whatever follows, however reasonable the eventual outcome.
A useful test before issuing: could the organisation honestly write, at the foot of this notice, that no conclusion has been reached? If the language further up makes that sentence read oddly, the notice needs rewriting rather than the sentence removing.
How much to allege, and how specifically
Two failures pull in opposite directions, and both make the notice unusable.
The first is vagueness. Allegations about attitude, professionalism or a pattern of lapses cannot be answered, because there is nothing specific to answer. The employee denies it generally, the organisation is no further forward, and if the matter escalates there is no record of what was put.
The second is over-reach. A notice that alleges more than the material supports invites a reply that dismantles the weakest allegation and leaves the impression the whole thing was overstated. Where three instances are documented and a fourth is suspected, allege the three.
The workable approach is to write each allegation as a separate numbered item, each capable of being admitted or denied on its own, each supported by identified material. Where several instances form a pattern, list the instances and let the pattern speak for itself rather than alleging the pattern in the abstract.
It is also worth asking, for each allegation, what the answer would change. Where an allegation could be fully admitted and would still not warrant action, it is padding, and padding dilutes the ones that matter.
What procedure applies
Whether an ordinary show cause notice suffices, or a formal charge sheet and inquiry are required, depends in part on what governs the establishment.
Under section 28 of the Industrial Relations Code, 2020, the standing orders Chapter applies to every industrial establishment in which three hundred or more workers are employed, or were employed on any day of the preceding twelve months. Where the Chapter applies, standing orders govern the conditions of service they cover, and those characteristically include what constitutes misconduct and the procedure for dealing with it. A notice that departs from an applicable procedure is defective whatever its own merits.
Where the Chapter does not apply, the organisation's own disciplinary policy governs, together with anything the appointment letter incorporates. That is a lower procedural bar, but it is one the employer set for itself, and failing to follow your own published process is among the easier defects for an employee to identify.
Independently of either, an employee who disputes how a matter was handled has a route. Under section 4 of the same Code, every industrial establishment employing twenty or more workers must have one or more Grievance Redressal Committees, with equal numbers representing the employer and the workers.
Reading the reply
The step that costs nothing and is skipped most often is genuinely considering what comes back.
Replies fall into a few types. Some admit the act and explain the circumstances, which usually goes to what action is appropriate rather than whether anything happened. Some deny the act, which means the matter turns on evidence and may need an inquiry rather than a decision on the papers. Some raise something new, such as an instruction from another manager, a health issue, or a practice the organisation has tolerated, and those require checking before proceeding.
The third category is where employers most often go wrong, by treating a new fact as an excuse rather than as information. If the employee says a manager told them to do it, that is checkable, and proceeding without checking leaves an obvious gap.
Whatever the outcome, the decision should record what the employee said and what was made of it. A decision letter that recites the allegation and announces the result, with no reference to the reply, reads as though the explanation was collected rather than considered, and that impression is difficult to correct afterwards.
Common mistakes
| Mistake | Why it causes trouble | What to do instead |
|---|---|---|
| Writing the notice as an accusation | Phrases such as your misconduct or you have deliberately state findings before the explanation is heard. Everything after it is then open to the argument that the decision preceded the process. | Use it is alleged that throughout, describe acts rather than characterising them, and include an express statement that no conclusion has been reached. |
| An allegation too vague to answer | General wording about attitude, unprofessional conduct or repeated lapses gives the employee nothing to address, and produces a general denial that leaves the matter exactly where it was. | State each act separately with a date, a place and the persons involved. If that cannot be done, the matter is not ready to be put. |
| Not disclosing the material relied on | The employee is asked to explain a report, a record or a statement they have not seen. Any decision taken on undisclosed material is vulnerable however sound its reasoning. | Enclose copies, list them, and offer inspection of originals where the material is voluminous. |
| An unreasonably short deadline | A same-day or next-morning deadline on a matter involving records signals that the reply is not expected to matter, and the resulting reply is worth little to either side. | Set a period proportionate to what the employee has to review, and consider a request for more time on its merits. |
| Using suspension as punishment alongside the notice | Suspension pending inquiry is meant to prevent interference with the process, not to signal an outcome. Where it is used punitively, or continues indefinitely, it undermines the claim that the matter was open. | Suspend only where presence would genuinely prejudice the inquiry, say in the letter that it is not a punishment and implies no finding, and keep it as short as the inquiry allows. |
| Not engaging with the reply | The decision letter repeats the allegation and announces the outcome without mentioning what the employee said. It reads as though the explanation was filed rather than considered. | Record the explanation in the decision, state what was accepted and what was not, and give reasons for the parts rejected. |
Statutory reference
- Act
- Industrial Relations Code, 2020
- Key limits
- This page addresses how to frame a notice and the sequence it sits in. It does not state what standing orders are required to provide for on misconduct or disciplinary procedure, and it states no rule on termination.
| Provision | What it says |
|---|---|
| Section 28 | Applies the standing orders Chapter to every industrial establishment in which three hundred or more workers are employed, or were employed on any day of the preceding twelve months. |
| Section 4 | Requires every industrial establishment employing twenty or more workers to have one or more Grievance Redressal Committees, with equal numbers representing the employer and the workers. |
Frequently asked questions
What is a show cause notice to an employee?
A written notice setting out what the employee is alleged to have done and requiring them to explain, within a stated period, why action should not be taken. It is issued before any finding is made, and its purpose is to obtain the employee's account while the outcome is genuinely open.
How much time should be given to reply to a show cause notice?
Two to seven days suits most matters, and the period should be stated as a date and a time. Where the employee has to review records or a long period of activity to answer, allow longer or invite a request for an extension. A same-day deadline on a document-heavy allegation produces a reply that resolves nothing.
What is the difference between a show cause notice and a charge sheet?
A show cause notice asks for an explanation and may resolve the matter on the papers. A charge sheet frames articles of charge for a formal inquiry, lists the documents and witnesses relied on, and is used where the matter is serious or the account is likely to be disputed. The charge sheet route carries the fuller procedural protections.
What happens if an employee does not reply to a show cause notice?
The notice should say in advance that a decision may be taken on the material available if no reply is received, and that is ordinarily what follows. Before proceeding, check that the notice was served and that there is no reason the employee could not reply, such as illness or absence from the address on record.
Can an employee be suspended when a show cause notice is issued?
Suspension pending inquiry is available where the person's presence would prejudice the process, for instance where they could influence witnesses or records. It is not a punishment, the letter should say so expressly, and it should last no longer than the inquiry requires. Used punitively it undermines the claim that the outcome was open.
Does a show cause notice have to be in writing?
In practice yes, and it should be served so that receipt can be proved. Hand it over and take acknowledgement, with a witness recording any refusal to sign. Where the employee is not attending, send it by registered post to the address on record and by email. A notice nobody can show was received is worth very little.
Can action be taken without issuing a show cause notice first?
Putting the allegation to the employee and considering the response before deciding is what makes the process fair, and skipping it is the defect most likely to undo the outcome. Where standing orders or the organisation's own policy prescribe a procedure, that procedure must be followed, and it will ordinarily require the employee to be heard.
Should the notice say what punishment is proposed?
It should say that action is under consideration and, where the procedure requires it, indicate the range. What it should not do is name the outcome as though decided, because a notice proposing a specific punishment reads as an announcement and invites the argument that the reply was never going to change anything.
Disciplinary cases in Engage
Engage keeps the notice, the proof of service, the reply and the decision against one case on the employee record, in sequence and with dates. The order in which things actually happened stays visible, instead of being reconstructed from mail. Reply deadlines raise reminders, and the case history follows the employee if the reporting line changes mid-process.
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