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Leaders (managers) lead people and manage things. One aspect of this is
performance appraisals. In this case, Aimee, you have already appraised the
writer's performance because you instituted a training regimen to correct
what you see as shortcomings.
Evaluate performance, not personalities. Hopefully, you have a job
description broken down by area (writing style, document layout, technical
knowledge, etc.) as well as common HR-related issues (meeting attendance &
participation, timeliness, conformance to corporate standards, etc.)
Evaluate your subordinates on a standard scale. More is expected of senior
level professionals; less of entry personnel. Focus on the job and elements
thereof, not on how the subordinate looks at you or what you perceive to be
his or her attitude. Attitude comes through by how a person does the job.
Focus on the job.
Also, it doesn't matter how much you and your subordinate are paid. Well, it
may mean something to you, but... After all, your subordinate has been there
longer than you. Other managers decided to increase his or her pay. Pay is
not an element of job appraisals.
Appraisals are by nature subjective. In this case, you define the subjective
points; stick by them. If your standards are professionally sound, you do
your subordinates the favor of respecting them by being so professional.
Good luck.
Don White
804.795.2914
whitedh -at- comcast -dot- net
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