Employee Retention,Employee Retention,Engagement, and Engagement, and CareersCareers
10
Chapter 10-1
10–2
1.1. Describe a comprehensive approach to retaining Describe a comprehensive approach to retaining employees.employees.
2.2. Explain why employee engagement is important, and Explain why employee engagement is important, and how to foster such engagement.how to foster such engagement.
3.3. Discuss what employers and supervisors can do to Discuss what employers and supervisors can do to support employees’ career development needs.support employees’ career development needs.
4.4. List and discuss the four steps in effectively coaching an List and discuss the four steps in effectively coaching an employee. employee.
5.5. List the main decisions employers should address in List the main decisions employers should address in reaching promotion decisions.reaching promotion decisions.
LEARNING OUTCOMESLEARNING OUTCOMES
10–3
Managing Employee Managing Employee
Turnover and RetentionTurnover and Retention
• Costs of turnover
• Managing voluntary turnover
• Reducing voluntary turnover
Turnover: The rate at which employees leave the firm
10–4
A Comprehensive Approach A Comprehensive Approach to Retaining Employeesto Retaining Employees
Using effective selection techniques Offering professional growth opportunities Providing career direction Offering meaningful work and encouraging
ownership of goals Recognition and rewards Culture and environment Promote work–life balance Acknowledge achievements
10–5
A Comprehensive Approach A Comprehensive Approach
to Retaining Employeesto Retaining Employees
• Managing involuntary turnover
• Talent management and employee
retention
• Job withdrawal
10–6
Employee EngagementEmployee Engagement
• Importance
• Fostering
• Monitoring
10–7
The Basics Of Career The Basics Of Career ManagementManagement
Career Management
Career Development
Career Planning
Career Terminology
Career;Career;
““Occupational positions a Occupational positions a person has had over many person has had over many years.”years.”
10–8
Career management: Career management: A process for enabling employees A process for enabling employees
to better understand and develop their career skills and to better understand and develop their career skills and
interests and to use these skills and interests most effectively interests and to use these skills and interests most effectively
within the company and after they leave the firm. within the company and after they leave the firm.
Career development Career development is lifelong series of activities that is lifelong series of activities that
contribute to a person’s career exploration, establishment, contribute to a person’s career exploration, establishment,
success, and fulfillment. success, and fulfillment.
Career planning Career planning is the deliberate process through which is the deliberate process through which
someone becomes aware of his or her personal skills, someone becomes aware of his or her personal skills,
interests, knowledge, motivations, and other characteristic. interests, knowledge, motivations, and other characteristic.
The Basics Of Career ManagementThe Basics Of Career Management
10–9
Careers Today and Careers Today and Employee Employee
CommitmentCommitmentOld Contract
(Employer-focused)
“Do your best and be loyal to us, and we’ll
take care of your career.”
New Contract(Employee-focused)
“I’ll do my best for you, but I expect you to
provide the development and learning that will
prepare me for the dayI must move on, and for
having the work-life balance that I desire.”
Psychological Contract: What the employer and employee expect of each other is part of what psychologists call a psychological contract. The psychological contract identifies each party's mutual expectations.
10–10
TABLE 10–2 Roles in Career Development
Individual• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.
Manager• Schedule regular performance
appraisal,
• Make expectations clear,
• Focus on the extent to which the employee’s current skills and performance match career aspirations.
Employer• Career centers and workshops
• Lifelong learning
• Provide career coaches
• Offer online programs
• Career-oriented appraisals
10–11
FIGURE 10–3Employee Career Development Plan
10–12
Coaching and MentoringCoaching and Mentoring• CoachingCoaching
Involves educating, instructing, and training Involves educating, instructing, and training subordinatessubordinates
Focuses on teaching shorter-term job-related skillsFocuses on teaching shorter-term job-related skills
• MentoringMentoring Is actively advising, counseling, and guidingIs actively advising, counseling, and guiding Is helping employees navigate longer-term career Is helping employees navigate longer-term career
hazardshazards
• Coaching and mentoring require both analytical Coaching and mentoring require both analytical and interpersonal skills.and interpersonal skills.
10–13
Improving Coaching SkillsImproving Coaching Skills
1
2
3
4
The Four-Step Coaching Process
Developing a mutually agreed change plan
Preparing to coach
Engaging in active coaching
Evaluating for feedback and follow-up
10–14
• Mentoring caveats
• The effective mentor
• The protégé’s responsibilities
Improving Mentoring SkillsImproving Mentoring Skills
10–15
Characteristics of Effective Characteristics of Effective MentorsMentors• Set high standardsSet high standards
• Are willing to invest time and effortAre willing to invest time and effort
• Actively steer protActively steer protégéégés into important works into important work
• Are trustworthyAre trustworthy
• Are professionally Are professionally competentcompetent
• Are consistentAre consistent
• Have the ability to communicateHave the ability to communicate
• Are willing to share controlAre willing to share control
10–16
The Protégé’s The Protégé’s ResponsibilitiesResponsibilities• Choose an appropriate potential mentor.Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.Don’t be surprised if you’re turned down.
• Make it easier for a potential mentor to agree to Make it easier for a potential mentor to agree to your request. your request.
• Respect the mentor’s time.Respect the mentor’s time.
10–17
Making Promotion DecisionsMaking Promotion Decisions
Decision 1: Is Seniority
or Competence
the Rule?
Decision 4:Vertical,
Horizontal, or Other?
Decision 2:How Should We Measure Competence
?
Decision 3:Is the
Process Formal or Informal?
Making Promotion and Transfer Decisions
10–18
• Establish eligibility requirements
• Review the job description
• Review candidates’ performance and history,
• Hire only those who meet the requirements.
Practical Considerations for Practical Considerations for PromotionPromotion
10–19
Managing TransfersManaging Transfers• Employees’ reasons for desiring transfersEmployees’ reasons for desiring transfers
Personal enrichment and growthPersonal enrichment and growth
More interesting jobsMore interesting jobs
Greater convenience (better hours, location)Greater convenience (better hours, location)
Greater advancement possibilitiesGreater advancement possibilities
• Employers’ reasons for transferring employeesEmployers’ reasons for transferring employees To vacate a position where an employee is no longer neededTo vacate a position where an employee is no longer needed
To fill a position where an employee is neededTo fill a position where an employee is needed
To find a better fit for an employee within the firmTo find a better fit for an employee within the firm
To boost productivity by consolidating positionsTo boost productivity by consolidating positions
10–20
Attracting and Retaining Older Attracting and Retaining Older WorkersWorkers
Create a culture that honors experience
Modify selection procedures
Offer flexible or part-time work
Implement phased retirement programs
HR Policies for Older Workers
Managing Managing DismissalsDismissals
10–21
• Grounds for DismissalGrounds for Dismissal
• Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits
• Supervisor LiabilitySupervisor Liability
• The Exit Process and Termination InterviewThe Exit Process and Termination Interview
• Layoffs and the Plant Closing Law Layoffs and the Plant Closing Law
• Adjusting to Downsizings and MergersAdjusting to Downsizings and Mergers
Grounds for DismissalGrounds for Dismissal
10–22
• Unsatisfactory performanceUnsatisfactory performance
• MisconductMisconduct
• Lack of qualifications for the job Lack of qualifications for the job
• CChanged requirements of the jobhanged requirements of the job
Avoiding Wrongful Discharge Avoiding Wrongful Discharge SuitsSuits
10–23
• Have employment policies including grievance
procedures that help show you treat employees
fairly.
• Review and refine all employment-related policies,
procedures, and documents to limit challenges.
• Procedural steps
The Exit Process and Termination The Exit Process and Termination InterviewInterview
10–24
Dismissing an employee is one of the most difficult Dismissing an employee is one of the most difficult
tasks you can face at work.tasks you can face at work.
•Plan the interview carefullyPlan the interview carefully
•Get to the pointGet to the point
•Describe the situationDescribe the situation
•ListenListen
•Review the severance packageReview the severance package
•Identify the next stepIdentify the next step
10–25
K E Y T E R M S
coaching
mentoring
career
career management
career development
career planning
reality shock
promotions
transfers
talent management
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
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