In the first part of this series on Performance Appraisals, I discussed how we as managers should approach this process. It is a valuable tool when used appropriately. When it is viewed as a “paper drill”, then it is of no value to anyone. My attempt in this post is to provide you with steps to manage the Performance Appraisal Process.

This post was encouraged by a conversation I had today with a wonderful young professional who reached out to me via Twitter. She is, like many today, searching for a job. Luckily she is in a position where time is slightly more on her side than others. She has a few months before her company relocates. She came to me asking for help with her resume. I was so impressed with her courage, how could I refuse. As I reviewed her resume and compiled my thoughts and comments, it dawned on me. This needed to be a blog post. Once again it may seem that I am giving away the secrets of management as I did with, “Acing the Interview”. I disagree. The information in this blog can work for the internal resume as well.

This may perhaps be one of my most timely posts.  I don’t have to tell any reader about the rising unemployment rates, the job shortages, and the state of the global economy.  What is more useful is not a declaration of the state of business but  a map or tactic to navigate the turbulent waters of our time.  This post will focus on getting you the job.

Often during training a question is asked or a scenario is shared that has great value to share with others. During one of my public seminars, while discussing progressive discipline, an attendee asked, “How should I handle counseling an employee whom I don’t want to use formal discipline (for various reasons)? The question created a great discussion around standards.