Cover Image

Not for Sale



View/Hide Left Panel
Click for next page ( 68


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 67
Chapter 9: Anticipating and Managing Performance Issues To minimize the need for future downsizing, organizations need to be deliberate on (1) the strategies they use to determine the need for new talent, (2) the design of their organizational practices such as clarifying performance expectations through specific criteria and the conduct of regular performance appraisals, and (3) attending to employee job and organization "fit" during the recruitment process. In this chapter, we present challenges, strategies, and workforce practices related to "Anticipating and Managing Performance Issues." The majority of workforce challenges that result from performance issues are primarily retention related (i.e., issues concerning employees already on the job who are having performance issues that may voluntarily or involuntary terminate their employment). This chapter describes a couple of strategies that organizations can implement to minimize this inevitable challenge. However, the bulk of the strategies described here are preventative measures that organizations can employ during the recruitment process. Exhibit 9-1 provides a snapshot of the chapter. Exhibit 9-1 Snapshot of Chapter 9 Chapter Road Map Concept and Definition Workforce Challenges.....................68 Poor Employee Performance Industry Strategies......................68 Provide Meaningful Performance Feedback Evaluate Organization and Job Fit in the Recruitment Process Implement Workforce Planning and Hire the Best People Utilize Realistic Job Previews (RJPs) Mentor and Coach Employees Anticipating and managing performance issues helps organizations reduce unwanted reassignments, poor Workforce Practices.....................70 performance, and involuntary turnover. Minnesota DOT Individual Competencies for All Positions Definition of Anticipating and Managing Virginia DOT Downsizing Substitution Performance Issues: Program Involves avoiding adverse decisions (e.g., reassignments, layoffs, terminations) that could have been prevented with the proper forethought and better differentiating between good and bad performers during the selection/promotion process. 67