Managing non-performing employees

Employee troubles have also addressed to avoid their negative effect on the organization. A better communization in the organization is also enhancing. Progressive action when managing non-performing employees Confronting non-performing workers is a strategic exercise that should be handled keenly. Once an organizational leader identifies a non-performing employee, he/ she should either warn the employee verbally or counsel the employee if they are disturbed (Falcone, 2017). The behavior of the employee should be brought their attention once the performance has been compromised. b) Continuing Education implementation methods             Continuing education ensures the lifelong period of any professional career for that reason CE spans for long. CE conserves the existing practice and turns the gen into practice. Professionals are familiarized with theories and facts that are either paramount or not in real-life situations (Davis, 2006).

The implementation of Continuing education is based on personal learning styles that are discrete. Innovative learning strategies are employed to assist specialists to maintain their proficiencies. Security concerns should be considered first and formulate measures that will reduce latent threats. The questionable employees have access to imperative resources owned by the organization like login passwords, keys, top secrets, and property. The organization should create measures to recover its property and safeguard its secrets and password that can be disclosed outside. Employers should be cautious as they let go of an employee(Engemann, & Henderson, 2014). Some laws discourage employee sacking based on prejudiced aspects like age, sex, race, disability. The employee can reveal trade secrets or confidential info to competitors.  The organization should consider retaliation risks from the remaining employee who might compromise performance since their job security is also threatened when they see their colleague being laid off.

Tension is born because they think that they will be sacked as well as prompting resignations and psychological disorders among them (Engemann, & Henderson, 2014). The employer should guarantee the remaining employees they will hold their jobs based on performance and ethical behavior. Terminations come with extra costs since the vacant position necessitates replacements. References Davis, D. Continuing education, guideline implementation, and the emerging transdisciplinary field of knowledge translation. Journal of Continuing Education in the Health Professions, 26(1), 5-12. Engemann, K. J. , & Stephens, J. H. Leadership for health professionals. Jones & Bartlett Learning. Markos, S. This process enables the organization to track the team trends based on their deficiencies, mistakes then advise them how to behave professionally and exploit their potentials thus triggering a harmonious work environment, productivity, and career development.

On-performing employees should be dealt with early enough to bar them influencing or inciting other employees to copy their behavior rather than address concerns in a civil manner. Types of non-performing employees            Work Avoidance Employees: - These types of employees lack a substantial reason why they are not enthusiastic to execute their tasks in an institution daily (Ledlow, & Stephens, 2017). Some of their absence can be real but others are skewed to excuses like illnesses and emergencies. They are not perturbed as they receive salaries from their employer short of their input. An organization should have a transformative leader who will instill positivity thus make the non-performer perform because the kind of leadership doesn’t accommodate nonperformance. The transformational leader should identify the drawbacks and make an intervention plan to change the non-performers to valuable employees.

Additionally, the organization leader should monitor their employees’ moods and performance to ascertain their troubles that are making fostering their non-performance. The leader should try fixing the concerns as much as possible or invite mentors and peer mentors to give the troubled employees a sense of being attached to the society and trigger their motivation and encouragement (Dennison, 2010). Importance of mentorship and succession planning           Healthcare leadership succession planning is imperative for leadership continuity through the aid of the organization's mission. A mentee features his or her historical deficiencies while a protégé is featured by his or her desire to reach greater heights than the mentor (Mijares, 2013). Barriers associated with employing a mentoring program in health organizations and strategies to reduce the hurdles              Mentorship is key in all healthcare settings.