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Train Supervisors & Managers: Draft Performance Reviews to Reduce Legal Risk - On-Demand

Train Supervisors & Managers: Draft Performance Reviews to Reduce Legal Risk - On-Demand

Product Code: YEWA101019A

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Train Supervisors & Managers: Draft Performance Reviews to Reduce Legal Risk - On-Demand

Webinar now available On-Demand.

WEBINAR SNAPSHOT: Learn how to draft and deliver effective employee appraisals to improve employee performance and reduce exposure to potential legal claims.


One of the most challenging jobs that managers and supervisors have to tackle is the annual or semi-annual performance review. However, regular reviews are not only valuable management tools, but are also important evidence in the event that discipline or termination is legally challenged.

Having regular appraisals also establishes communication between managers and employees. The exchange should allow for feedback, and can be a way to communicate expectations and goals for employees so they know where they’re succeeding and where they may be falling short.

Appraisals should delineate goals that should be concrete and fact-driven. If an employee has to be terminated or disciplined for not meeting their job expectations, or for some other reason, regular appraisals can help serve as documentation. Given the increased focus on employment discrimination, it’s more important than ever to have well-drafted documentation on hand.

Use this on-demand webinar and learn how to train your managers to draft clear, concrete performance appraisals and reduce the legal risk of messy lawsuits.

You’ll learn:

  • Provide appraisals in a timely manner, so all employees feel they are valued equally
  • Objectively state how and why an employee’s performance is contributing to or hindering the organization's ability to meet goals
  • Clarify performance measures so employees understand what is expected of them 
  • Empower employees to take ownership over their performance goals and evaluate their own progress toward meeting those goals 
  • Train managers not to overstate achievements or failings
  • Know which words to avoid when having meaningful discussions with employees about their performance
  • Engage in meaningful performance management discussions that don’t leave employees feeling alienated, disgruntled, and motivated to sue
  • Continually document performance issues and feedback provided (whether good or bad) so when it’s time to draft the annual or semi-annual appraisal they’ll already have accurate, objective information upon which to rely 
  • And more!

About Your Presenter

Jonathan WetchlerJonathan D. Wetchler, Esq.
Duane Morris LLP

Jonathan D. Wetchler is an employment lawyer who works closely with clients to manage and resolve issues and disputes in virtually all areas of employment law. Having served as in-house counsel for two Fortune 500 companies and a high-tech start-up, he helps employers develop and implement strategies, practices and programs to reduce their potential exposure to liability and to successfully resolve high-risk disputes and claims.

With more than 20 years of experience in the area of employment litigation, Wetchler has successfully handled a wide variety of employment disputes, from class and collective actions to high-profile single plaintiff cases, as well as arbitrations and mediations. He has handled allegations of employment discrimination, sexual assault, sexual harassment, violations of ERISA, employee piracy, breach of covenants against competition and misappropriation of proprietary and confidential information, violations of wage payment statutes and the FLSA, OSHA, breach of employment contracts, defamation, whistle-blower claims and discharges in violation of public policy.

Wetchler is actively involved in the negotiation and development of executive employment contracts as well as non-competition and anti-piracy agreements and programs. He designs and implements voluntary and involuntary reduction-in-force programs and works with clients, when appropriate, to develop programs requiring employees to arbitrate, rather than litigate, their employment claims.

Wetchler trains executives in managing employment-related issues and has made numerous presentations to industry groups about the implementation of practices and programs to meet business goals and reduce potential claims.  He also serves as an arbitrator in AAA employment disputes, which helps him explain how employment practices may be perceived in the event of a dispute.