Creating space in the business for new talent is all about renewal… new professionals, new perspectives, new ideas, and building a bank of future leaders.
“Exporting Talent” (ref: post May 17, 2018) is one way to “Create Space” and add additional talent to the organization. Vacancies created by lateral development transfers and promotions create opportunities to fill new vacancies with even more talent.
Yet another very necessary method of creating space is using due process to move along non-performers to appropriate different positions (getting the round peg in the round hole) or out of the organization entirely.
Some comments about due process: No surprises is the key – this means the professional has had meaningful 
performance reviews, understands their short-comings with respect to position requirements, has been given coaching and an opportunity to improve, and in the end is not surprised by the organization’s decision to reposition them in a different position or separate them from the business. This of course assumes the professional has been on the job for sufficient time to perform.
Due process relies on established objectives for the position which are the basis for measuring a professional’s performance. Accomplishing specific projects, meeting established milestones, having the necessary skills to perform the job, and appropriate ethical and professional behavior are major factors in performance based, due process driven employment decisions. The post under “Success”, Talent Management – Recruiting and Selection, January 28, 2018, discusses the importance of professional behavior — “Effectiveness Competencies”
Removing non-performers is vital as it offers open positions for promotions and sends a message to other organizations’ professionals that there are standards of performance in the business. For the manager who makes the decision to remove the employee, it is a vote of confidence in his ability to manage as professional employees usually are aware if employees with whom they interact fall short of the mark of performance excellence.
Failure to change out poor performers can be a morale killer in the department or business. Poor performance, and other than professional behavior, is almost always visible to peers. And supervisors and managers who lack the skills to professionally manage their people are usually visible to other professionals as well.
***** S&E *****
Success & Excess 