It's My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture by Dee Ann Turner

Author:Dee Ann Turner
Language: eng
Format: mobi
Publisher: Elevate Publishing
Published: 2015-11-02T14:00:00+00:00

Be sure the expectations are clear. Again, most people desire to do well. Examine your own communication with the employee to be sure that you have clearly articulated the expectations and given enough direction to accomplish those expectations.

Evaluate the individual’s learning and development plan. Do other learning opportunities exist that could help make this person more successful? Those opportunities might be expensive, but it is usually less expensive to train and someone than the expense of turnover.

Consider another role within the company. Sometimes, an employee is really not in the right role. He does not need to exit the organization; rather, he just needs to change roles. Identify the strengths of the individual while acknowledging areas of non-strength, and try to help him find a place in the organization to use those strengths. Consider an outside consultant who specializes in assessment to help you and the employee identify strengths and weaknesses and to recommend roles that may be a better fit.

Redirect the employee to roles outside of the company. If you decide that the employee is unable to perform the role and there is no other role to move him into, then exiting the organization may be best. Hopefully, by this point, you and the employee have communicated so frequently that this conclusion is mutual between the two of you. Utilizing outplacement firms, even while the employee is still at the organization, can help him transition much more easily into a new role. Employees at all levels can benefit from this assistance.

Own the decision and act decisively and promptly. If and when you reach the conclusion that someone should exit, don’t delay in taking the necessary steps. The longer the situation sits, the more impact it will have on the entire team.

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