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Chapter Ten
Social
Responsibility:
Legal Issues,
Managing Diversity,
& Career Challenges
ObjectivesO Discuss the role of training partnerships in
developing skills and contributing to local
communities
O Discuss the potential legal issues that relate
to training
O Develop a program for effectively managing
diversity
O Design a program for preparing for cross-
cultural assignments
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
ObjectivesO Discuss the importance of career paths and
dual career paths for employees and
companies
O Develop policies to help employees achieve
work-life balance
O Describe how companies are helping
veterans develop skills and get employment
O Explain the value of phase retirement
programs for older employees
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Importance of Social
ResponsibilityO Many organizations are concerned with
addressing broader social issues
o protecting the environment
o supporting cultural activities
o helping reduce poverty and
unemployment
o complying with laws
o helping employees grow and develop
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Sector PartnershipsO Government agencies and industry trade
groups help identify skills that employers
require
O Work with community colleges, universities,
and other institutions to provide qualified
employees
O Typically focus on jobs that require more
than a high school diploma but less than a
four-year degree
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
School-to-Work
Opportunities Act
O Designed to assist states with building school-to-work systems to prepare students for high-skill jobs and future education
O Encourages partnerships between educational institutions, employers, and labor unions
O Requires that school-to-work systems include work-based learning, school-based learning, and connecting mechanisms
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Workforce Innovation &
Opportunity Act O Helps job seekers access employment,
education, training, and support services; matches employers with skilled workers
O Streamlines training, education, employment programs into a single system in each community
O Helps those with disabilities, out-of-school youth, and high school dropouts
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Joint Union-Management
ProgramsO Designed historically to help displaced
employees find jobs
O Help employees learn skills relevant for their jobs and valuable to other employers
O Both employers and unions finance these programs and oversee their operation
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Legal Traps to Avoid
O Failing to provide required training and
providing inadequate training
O Incurring injuries to employees during
training
O Incurring injuries to employees or others
outside of training
O Incurring breach of confidentiality or
defamation
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Legal Traps to Avoid
O Reproducing and using copyrighted material without permission
O Excluding women, minorities, and older employees
O Not ensuring equal treatment during training
O Requiring attendance at potentially offensive training
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Legal Traps to Avoid
O Revealing discriminatory information during training
O Failing to accommodate those with disabilities
O Incorrectly reporting training as an expense, failing to report training reimbursement as income, and failing to pay employees for training
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Managing Diversity
O Learning efforts to change attitudes and develop skills to work with a diverse workforce
O Two primary goals:o eliminate values, stereotypes, and
practices that inhibit developmento allow employees to contribute to
organizational goals regardless of their background
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Enhancing Diversity Training
O Greater benefits found when:
o the program is of sufficient length for
trainees to learn (four hours or more)
o managers are used as trainers
o trainees interact face-to-face with the
instructor, content, and other learners
using cases and exercises
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The Glass Ceiling O A major issue facing companies is
placing women and minorities in upper-
level management positions
O The glass ceiling refers to a barrier to
advancement that adversely affects
women and minorities
O HR practices such as flexible scheduling,
diversity training, coaching, and
mentoring are neededCopyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Cross-Cultural Preparation
O To succeed, expatriates need to be:o competent in their area of expertiseo able to communicate verbally and
nonverbally o flexible, tolerant of ambiguity, and
sensitive to cultural differenceso motivated to succeed and learno able to enjoy the challenges of a
different cultureo supported by their families
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Pre-Departure PhaseO Expatriates and their families should
receive training
O Methods may include lectures, e-learning,
experiential exercises, and immersion
experiences
O The rigor needed depends on:
o cultural novelty
o interaction
o job novelty
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On-Site Phase
O There should be continued orientation
through formal training and mentoring
O Expatriates may be paired with an
employee from the host country
O Expatriates should be encouraged to
develop social relationships both inside
and outside of work
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Repatriation Phase
O Expatriates should be encouraged to self-manage the repatriation process
O Expatriates should be brought up to date on national issues, politics, and news stories
O Expatriates should keep up-to-date on current events at their parent company while abroad
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Four Career Stages
O Careers typically involve four stages:
o Exploration
o Establishment
o Maintenance
o Decline
O Although individuals can progress
through the stages linearly, many do not
because of boundaryless careers
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Generational Differences
O Gen Xers place a high emphasis on work-life balance, opportunities for growth, and relationships
O Millennials and Gen Xers are more used to change and job insecurity, more likely to leave their jobs, and less likely to learn new skills
O Baby Boomers are loyal to their organizations
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Enhancing Work-Life Balance
O Telecommuting refers to a work
arrangement that gives employees
flexibility in work location and hours
O Compressed workweek refers to a
schedule that allows employees to work
fewer days with longer hours
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Enhancing Work-Life Balance
O Flextime refers to giving employees the
option of choosing when to work during
the workday, workweek, or work year
O Job sharing refers to having two
employees divide the hours,
responsibilities, and benefits of a full-time
job
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Dual Career Paths
O Management (the traditional path)
o Many companies structure career paths so individuals advance through the company by moving into management
O Individual Contributor
o Designed for individuals who wish to remain in a technical, sales, or support function (and not move into management)
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Effective Dual Career Paths
O Salary, status, and incentives for individual contributors compare favorably to managers
O While individual contributor salaries may be lower, they are given opportunities to increase total compensation
O Individual contributor path is not used to satisfy poor performers
O Individual contributors choose their path
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Career Recycling
O Involves changing one’s major work activity
after being established in a specific field
O Accompanied by a re-exploration of values,
skills, interests, and potential employment
opportunities
O Not limited to older employees nearing
retirement
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Job Hopping
O Presents a challenge for employers
o loss of talent and productivity
o higher costs related to turnover,
recruitment, and retraining
o difficulty fostering long-term relationships
O However, job hoppers bring new information
and may not require job security
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Job Hopping
O Companies can reduce job hopping by:
o creating conditions for employee
engagement
o providing employees with growth
opportunities
o offering rewards for good performance
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Military Personnel
O Military personnel often face challenges
when returning to the civilian workforce
O Challenges stem from:
o lack of experiences in the workplace
o incomplete skill sets and credentials
o difficultly working in less structured
situations
o psychological and physical challenges
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Military Personnel
O Benefits of veterans:
o attention to detail. self-discipline,
problem solving, decision making in
stressful situations, and teamwork
O The Uniformed Services Employment and Reemployment Act addresses deployed
employees’ rights, such as guaranteeing
jobs when they return after a leave
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Job LossO Layoffs do not result in improved
profitability, have mixed effects on productivity, and have adverse effects on survivors
O Alternative to layoffs:o working fewer hourso early retirement planso delaying wage increaseso not filling vacancies due to turnover
retirements
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Helping with Job Loss
O Advance warning and an explanation
O Psychological, financial, and career counseling
O Assessment of skills and interests
O Resume writing and interviewing skills training
O Job banks with job leads
O Electronic delivery of job openings, self-directed career management guides, etc.
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Older Workers
O What is “old”?
o The ADEA provides protection for
those 40 and over
o Mandatory retirement ages exist in
certain occupations (e.g., air traffic
controllers = 56, pilots = 65)
o Retirees today can receive full social
security benefits at 65 (or reduced
benefits at 62)
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Fact & Fiction
O Older employees do not have higher absenteeism rates, nor are they likely to put in less effort
O Older employees are as productive as younger employees, and they have valuable experience
O However, they do require more training in technology and prefer hands-on learning
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Meeting the Needs of Older
WorkersO Provide flexibility in scheduling
O Provide continued training and career guidance
O Provide health care resources
O Recognize that as older employees’ abilities decline, they can rely on experience and motivation
O Ensure younger employees do not hold inappropriate stereotypes
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Pre-Retirement Socialization
O These efforts typically include:
o psychological aspects of retirement
o housing issues
o maintaining a healthy lifestyle
o healthcare plans
o financial and estate planning
o collection of benefits
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Retirement
O Retirement involves leaving a job and
making the transition to life without work
O Employees tend to be retiring later today
O Changes in social security have led to no
mandatory retirement ages for most jobs,
and financial need had led to individuals
working longer
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Implications of the Aging
WorkforceO Companies should meet the needs of
older employees
O Companies should take steps to prepare
employees for retirement
O Companies should be careful that early
retirement programs do not unfairly
discriminate against older employees
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Early Retirement ProgramsO Early retirement programs offer employees
financial benefits to leave the company
O To avoid litigation, ensure:
o the program is part of the employee benefit plan
o the company can justify age-related distinctions for eligibility for early retirement
o employees are allowed to choose voluntarily
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