Description

• Performance Review 1 – Before Performance Review: Memo to Make it Best Possible
  Why wait until after your performance review is presented to react to it? It’s a far better idea to proactively ensure that your review is the most positive, and least negative, possible. Here is how you can do that.
• Performance Review 2 – After Performance Review: Model Performance Review Rebuttal
  Here is exactly what you need to respond to a problematic Performance Review. It shows you what to say, and how you need to say it, whether your Performance Review is (a) factually incorrect, (b) missing important information, (c) improperly motivated (as examples, personal feelings, discrimination or retaliation), (d) without any notice, (e) overly subjective, or otherwise in error, this is the Model Memo you need.
• Performance Review 3 – After Performance Review: Requesting Performance Review Rebuttal Procedures and Forms
  Many employers require Performance Review Rebuttals use only certain procedures and forms. Some require you send your Rebuttal to certain people and obey certain deadlines. Others have no strict requirements. Before you respond to your Performance Review, you must find out. This model memo does this for you.
• Performance Review 4 – 141-Point Master Guide and Checklist for Performance Reviews
  This Master Guide and Checklist puts everything at your fingertips, from “a” to “z” from (1) Before Your Performance Review Meeting ( “Your Chance to Enhance”), (2) During Your Performance Review Meeting (“Your Three Objectives”) and (3) After Your Performance Review Meeting (“Your Robust Rebuttal”). This is a constant Top Seller!
• Performance Review – 5 Model Letter Thanking Manager for Performance Review
  Your manager has a lot of responsibilities. He or she is a human, and so will remember those who (a) appreciate their good work, and (b) express that appreciation. Show your manager you appreciate the effort, candor and caring that went into your performance review, and he or she just might show you better assignments, better bonuses, and perhaps even better performance reviews in the future. Just one page, but a springtime favorite.
• PIP 1 – Model Response To Receiving A PIP
  You are brought into a room, told your performance is unsatisfactory, and that you have sixty days to totally improve. You feel violated, powerless and angry. You don’t know what to do. This Action Memo gives you the form in which to challenge a Performance Improvement Plan. This is the most common reason visitors come to our Blog, and this is the most popular Action Memo in our Sklover’s “Private Library.”
• PIP 2 – Model Second Response To Use If First Response Does Not Work
  Sometimes, an employee’s first efforts to “Push Back” at a Performance Improvement Plan do not accomplish the goal of having it removed or changed. For these people, we offer this second “PIP” Model Letter, intended to raise the issues to a higher level of authority at the employer. Most commonly this is ether the CEO or the Board Members, who have greater authority – and responsibility – for matters of misrepresentation and fraud, which false PIP’s generally are.
• PIP 3 – 152-Point Step-By-Step Guide And Checklist For A PIP
  This is our unique guide to Pushing Back at a PIP. Each of the 152 points is a lesson learned in representing others in the PIP process. It’s like having a “PIP Coach” at your side.
• PIP 4 – Three Model Memos Requesting Feedback From (I) Clients, (Ii) Customers And (Iii) Colleagues For Use As PIP Pushback
  PIP’s are often based on a false presumption of poor performance. Who would know better about your actual performance than your clients, customers and colleagues? We often suggest seeking feed-back from these folks to help push back at a PIP. These three Model Memos do just that.
• PIP 5 – Final Effort To Achieve Delay In PIP Process Or Conclusion To Permit Time For Job Search Or Other Preferable Solution
  When prior efforts to “push back” at a Performance Improvement Plan (“PIP”) don’t yield the desired results, we suggest a final, last-ditch effort to delay its conclusion to enable more time to (a) stay on payroll and benefits, (b) find a new job, (c) obtain a transfer, (d) negotiate an exit package, or (e) achieve some other preferable goal. This memo embodies the “never stop trying” principle we always advocate.
• PIP 6 – After Successful PIP Pushback: Eight Positive Suggestions To Get Back On Track
  The goal of our PIP Pushback efforts is usually to get past it, and “back on track.” This Model Memo is a critical step to take to do just that. It contains 8 Positive Suggestions to your Manager and Human Resources to “heal” any wounds and encourage the most positive outcome possible. Like all of our Model Letters and Memos, it shows you “What to Say, and How to Say It.™
• Job Issues 1 – Response To Receiving Performance Improvement Plan
  You are brought into a room, told your performance is unsatisfactory, and that you have sixty days to totally improve. You feel violated, powerless and angry. You don’t know what to do. This Action Memo gives you the form in which to challenge a Performance Improvement Plan. This is the most common reason visitors come to our Blog, and this is the most popular Action Memo in our Sklover’s “Private Library.”
• Job Issues 16 – Employee’s Second Response To Receiving Performance Improvement Plan
  Sometimes, an employee’s first efforts to “Push Back” at a Performance Improvement Plan do not accomplish the goal of having it removed or changed. For these people, we offer this second “PIP” Model Letter, intended to raise the issues to a higher level of authority at the employer. Most commonly this is ether the CEO or the Board Members, who have greater authority – and responsibility – for matters of misrepresentation and fraud, which false PIP’s generally are.
• Job Issues 45 – Post-Investigation Push-Back Memo For Use When Your Complaint Is Found “Without Basis”
  If you submit a complaint to your employer of Retaliation, Discrimination, Harassment or other improper misconduct, chances are that (a) the “Investigator” will dismiss it by concluding there is “no basis” for it, and (b) you will feel frustrated, demoralized and bitter. This memo shows you how to “Push Back” in the most effective way. Though it is geared toward a complaint of retaliation, it is easily modifiable to address dismissal of a complaint of discrimination, harassment or other misconduct. Shows you “What to Say, and How to Say It.”™