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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