The second thing you need to do is actually implement recommendations from consultant. Without this step in place you do nothing but raise your liabilities, especially if it is over a matter of cost of security measures you need to implement. The courts do not look favorable on those that neglect to install security measures just because of cost associated with them.

The third thing you should do is look at all your policies and procedures; they will usually be reason that you have a security issue in first place. Most times security measures you need most to reduce or eliminate an issue is in way policies and procedures are written or not adhered to.

Take a close look at entire make up of your company, hiring, retaining and termination of employees. Look at all you policies and procedures for way you do and run your business. Take a close look at outside of your business for anything that may get someone hurt or protect a possible criminal.

This is only way you will find things that can get you sued, you have to find them first to fix them. Having a lawsuit filed on you for them and going to court saying you didn’t know is not a valid excuse!

Look at crime factors in your neighborhood and other businesses around you and then see what you can determine is possibly going to happen to you in any type of criminal event or incident that you may be sued for.

Then make necessary changes to all these to reduce/eliminate possible lawsuit factors. It is not easy or not time consuming to do all this. That is why it is suggested a security consultant do it for you. It can save you a lot of time, money in long run and be done right way before you do get sued.

I always do reviews in two parts. The first part is for employee to fill out two weeks ahead of actual review meeting. It asks questions like these:

•What could I do to make your work more productive? •What equipment or training do you need to do your best work that you don't have? •What could company change (or add or delete) that would help you do your work better? •What skills and abilities do you have that you think are underutilized? •Any other comments or opinions you would like to express?

I have always found that getting an employee to express their feelings first, not only lets them know that you really are interested in their feedback, it also often results in their letting you know what they think their weaknesses are – meaning you don’t have to be first to bring these things up.

Most employees really want to do good work. And if you think an employee isn’t really there to do good work, you shouldn’t be reviewing them, you should be letting them go.