The following message from Veronica Dunaway, the vice president of human relations, seeks to help supervisors and managers write safe and helpful performance reviews.

Your Task. 

Analyze the vice president’s message. List at least five weaknesses. Pay special attention to its tone. Your instructor may ask you to revise the e-mail so that it reflects some of the writing techniques you learned in this chapter. How can you make this e-mail more courteous, positive, concise, precise, and audience oriented? Your instructor may ask you to revise this message as a collaboration project using Google Docs or Word’s Track Changes and Comment features.

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To: All Supervisors and Departmental Managers Veronica Dunaway Subject: Dangerous Employee Performance Evaluations From: ALL, This is something I hate to do, but I must warn you that recently one of our employees filed a lawsuit against the company because of comments a supervisor made during a performance evaluation. This did not have to happen. Look, people, you must do better! Because none of you are dense, here are suggestions you must observe when making evaluations of employees: You cannot accurately evaluate an employee's performance unless you have a system to measure that performance. That's why the obvious very first step is developing performance standards and goals for each employee. To be effective, these standards and goals must be shared with the employee. However, don't do it orally. Do it in writing. The performance of each employee must be monitored throughout the year. Keep a log for each worker. Note memorable inci- dents or projects in which he was involved. But don't just keep favorable comments. I know that many of you are understand- ably averse to placing negative comments in an employee's file. However, MAN UP! Even negative comments must be included as part of the evaluation process. Once a year each employee must be formally evaluated in a written performance appraisal-yes, I do mean written! In a face- to-face meeting, let the employee know what you think they did well and what areas the employee may be able to improve. Be specific, give deadlines, be honest, and be realistic.