l encourage managers to praise employees for good performance but also
get them to provide regular, informative and easily interpreted feedback- performance problems should be discussed as they happen in order that
immediate corrective action can be taken;
l train managers in performance review techniques such as counselling;
l brief employees on how the performance management system works and
obtain feedback from them on how it has been applied.Learning and development
Resignations and turnover can increase if people are not given opportunities
for learning and development, or feel that demands are being made upon
them that they cannot reasonably be expected to fulfil without proper
training. New employees can go through an ‘induction crisis’ if they are not
given adequate training when they join the organization. Learning and
development programmes should be developed and introduced that:
l give employees the competence and confidence to achieve expected
performance standards;l enhance existing skills and competencies;
l help people to acquire new skills and competencies so that they can make
better use of their abilities, take on greater responsibilities, undertake a
greater variety of tasks and earn more under skill- and competency-based
pay schemes;l ensure that new employees quickly acquire and learn the basic skills and
knowledge needed to make a good start in their jobs;l increase employability, inside and outside the organization.
Career development
Dissatisfaction with career prospects is a major cause of turnover. To a certain
extent, this has to be accepted. More and more people recognize that to
develop their careers they need to move on, and there is little their employers
can do about it, especially in today’s flatter organizations where promotion
prospects are more limited. These are the individuals who acquire a ‘port-
folio’ of skills and may consciously change direction several times during
their careers. To a certain degree, employers should welcome this tendency.
The idea of providing ‘cradle to grave’ careers is no longer as relevant in the
more changeable job markets of today, and this self-planned, multiskilling
process provides for the availability of a greater number of qualified people.
But there is still everything to be said in most organizations for maintaining
a stable core workforce, and in this situation employers should still plan to
provide career opportunities by:
Employee resourcing strategy l 165