https://www.workhuman.

com/resources/globoforce-blog/12-surefire-tips-to-reduce-employee-
turnover

https://www.employment-studies.co.uk/report-summaries/report-summary-tackling-poor-performance

Tackling poor performance

All employers participating would review their selection
process to avoid recruiting poor performers in the first
place. But organisations need to put in place an overall
approach and procedure to deal with poor performance.
Approaches we encountered take on two important, but
diametrically opposed, dimensions:
 whether the organisation's ultimate aim was to improve
performance or remove the employee
 the degree of formality of the procedure used to achieve this aim.

Some organisations adopted a developmental approach,

believing that employees’ performance could be improved.
Their intervention therefore included a sharper focus on
training and development. In this case, a varying degree of
formality of the process used was also in evidence.
Towards the more formal end of the procedure, but still
with an improvement emphasis, we found the approach
that a manufacturing organisation had developed, ending
in a performance improvement plan. At the other end of
the spectrum lies the approach adopted by an electronics
company that believed in informally matching people to
roles according to their strengths.
We found no evidence of employers using the ‘getting rid of
bottom 10 per cent’ approach. But pressure to move
towards such an approach could be sensed. A central
government agency, for example, used an assessment
centre to review the capability of its senior managers.
Either explicit (or implicit) the list of poor performers
seemed ubiquitous. But poor performance needs to be
destigmatised and regularly talked about in a sensitive
way. The capability procedure is also the means to
document performance issues, which is the key to being
able to act. However, evidence also needs to be collected
earlier on as part of the appraisal process. Most
organisations should clearly spell out the link or the
difference between their capability and disciplinary
procedures, as the boundary is often blurred.
The most common message emerging from the study is the
need for managers to deal with issues early rather than let
them get worse. We would like to offer them the following
mnemonic as an illustration of good practice. In most
cases, dealing with poor performance is a bit like turning
on the taps:

Turning on the TAPS

T timely and early

A appropriate management style and response

P keep it private

S make it specific to performance, and factual

Source: IES

The strategic choices

Employers need to decide what they are really trying to do
with poor performance.
  Weeding out small numbers has a big impact on the rest of the
workforce, giving the message that the organisation is serious
about tackling poor performance.
 Losing the worst, keeping the best is clearly in vogue in the
United States. This is about ratcheting up organisational
performance by getting rid of the lowest performers (often
average rather than poor). It can be legally difficult to defend and
is disliked by employees.
 Improving performance may be better conceived as re-energising
people and improving their skills and communication. This
approach works if organisations adopt a collaborative approach,
where senior managers work with colleagues to support the line to
maximise contribution.

The report
Tackling Poor Performance, Strebler M, Report 406,
Institute for Employment Studies, 2004
Hard copy: £19.95. PDF Download: £free

http://www.economicsdiscussion.net/human-resource-management/human-resource-planning-
definition-importance-objectives-process-prerequisites/31575

Edgar Schein’s Human Resource Planning and Development

System:
In his article entitled Increasing Organizational Effectiveness through
Better Human Resource Planning and Development, Edgar Schein
suggests that the process of HR planning and developing staff must
take into account two important sets of needs – the needs of the
company, and the needs and desires of the individual employees.
In the new millennium with companies showing less concern about
employee career development, it’s useful to pay attention to the idea
that when both employee and corporate needs are taken into account,
the results, for both parties are much superior to the situation where
only one set is considered.
Schein’s approach integrates HR planning and employee development.
This approach contains the following components:
1. Strategic business planning
2. Job/Role planning
3. Manpower planning and Human Resource Inventorying.
In addition staffing processes also form a part of the model
4. Job analysis
5. Recruitment and selection
6. Induction/socialization and initial training
7. Job design and job assignment
8. Development planning
9. Inventorying of development plans
10. Follow-up of development activities
11. Career development processes and a good deal more.
When doing an internal scan for purposes of human resource planning
the questions that should be addressed.
When evaluating an organization’s current human resource
capabilities for the purposes of human resource planning,
the following questions and issues need to be addressed:
1. Are there any key forces affecting the organization’s operations
(collective agreements, staffing issues, cultural issues, work/life
balance, demographics, technology requirements, budget issues,
expectation of clients)?
2. What knowledge, skills, abilities and capabilities does the
organization have?
3. What is the company’s current internal environment? What
elements support the company’s strategic direction? What elements
deter the organization from reaching its goals?
4. How has the organization changed its organizational structure?
How is it likely to change in the future?
5. How has the organization changed with respect to the type and
amount of work it does and how is it likely to change in the future?
6. How has the organization changed regarding the use of technology
and how will it change in the future?
7. How has the company changed with respect to the way people are
recruited?
8. What is the public’s (or customers’) perceptions of the quality of the
organization’s products, programmes, and/or services? What is being
done well? What can be done better?
9. Are current programmes, processes or services contributing to the
achievement of specific organizational goals?
When doing an external scan of the environment for
purposes of human resources planning (HR planning), we
should look for:
In order to do human resource planning, we need to have a sense of
both the current external environment, and anticipate things that may
happen in the future in the labour market place. We do this via an
external scan or environmental scan that can address the following
issues and questions.
1. How is the current external environment? What elements of the
current environment are relevant to the company? Which are likely to
inhibit the company from arriving its goals?
2. What are the company’s specific issues and implications of these
issues? What key forces in this environment need to be addressed and
which ones are less critical?
3. What is the impact of local trends on the company (demographic,
economic, political, intergovernmental, cultural, technology, etc.)?
4. Are there comparable operations that provide a similar service?
How might that change? How would that affect the company?
5. Where does the work of the company come from? How might that
change and how would it affect the organization?
6. How might the external environment differ in the future? What
forces at work might change the external environment? What
implications will this have for the organization?
7. What kinds of trends or forces affect similar work in other
jurisdictions?
8. What kinds of trends or forces affect the company’s
partners/stakeholders and customers?
Human Resource Planning – Benefits:
Human Resource Planning (HRP) anticipates not only the required
kind and number of employees but also determines the action plan for
all the functions of personnel management.
The major benefits of human resource planning are:
i. It checks the corporate plan of the organisation.
ii. HRP offsets uncertainties and changes to the maximum extent
possible and enables the organisation to have right men at right time
and in right place.
iii. It provides scope for advancement and development of employees
through training, development, etc.
iv. It helps to anticipate the cost of salary enhancement, better
benefits, etc.
v. It helps to anticipate the cost of salary, benefits and all the cost of
human resources facilitating the formulation of budgets in an
organisation.
vi. To foresee the need for redundancy and plan to check it or to
provide alternative employment in consultation with trade unions,
other organisations and government through remodeling
organisational, industrial and economic plans.
vii. To foresee the changes in values, aptitude and attitude of human
resources and to change the techniques of interpersonal, management,
etc.
viii. To plan for physical facilities, working conditions and the volume
of fringe benefits like canteen, schools, hospitals, conveyance, child
care centres, quarters, company stores, etc.
ix. It gives an idea of type of tests to be used and interview techniques
in selection based on the level of skills, qualifications, intelligence,
values, etc., of future human resource.
x. It causes the development of various sources of human resources to
meet the organisational needs.
xi. It helps to take steps to improve human resource contributions in
the form of increased productivity, sales, turnover, etc.
xii. It facilitates the control of all the functions, operations,
contribution and cost of human resources.
https://www.inc.com/ilya-pozin/14-highly-effective-ways-to-motivate-employees.html

https://squareup.com/us/en/townsquare/how-to-motivate-your-employees