MANAGING CAREERS AND RETENTION

TOPICS TO BE COVERED
1. Career Management
2. Improving Employee Engagement Through Career Management
3. Managing Employee Turnover and Retention
4. Employee Life-Cycle Management
5. Managing Dismissals
LEARNING OBJECTIVES
1. Discuss what employers and supervisors can
do to support employees’ career
development needs.
2. Explain why career development can
improve employee engagement.
3. Describe a comprehensive approach to
retaining employees.
4. List and briefly explain the main decisions
employers should address in reaching
promotion and other employee life-cycle
career decisions.
5. Explain each of the main grounds for
dismissal.
 THE BASICS OF CAREER MANAGEMENT

career The occupational positions a person has had over

many years

Career The process for enabling employees to better

Management understand and develop their career skills and interests,
and to use these skills and interests more effectively
Career The lifelong series of activities that contribute to a
Development person’s career exploration, establishment, success, and
fulfillment
Career Planning The deliberate process through which someone becomes
aware of personal skills, interests, knowledge,
motivations, and other characteristics and establishes
action plans to attain specific goals.
 CAREERS TODAY
No longer
- upward career direction
- Career driven by the
person/organization
- Career Path from job to job/ from firm
to firm
- Career job usually at the same job
 CAREER MANAGEMENT AND
EMPLOYEE COMMITMENT
Comparing Yesterday’s and Today’s
Employee–Employer Contract
(psychological contract)

Old Contract: New Contract:

“Do your best and be loyal to us, “Do your best for us and be loyal
and we’ll take care of your career.” to us for as long as you’re here,
and we’ll provide you with the
developmental opportunities you’ll
need to move on and have a
successful career.”

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 TABLE 10-1 TRADITIONAL VERSUS CAREER DEVELOPMENT FOCUS

HR Activity Traditional Focus Career Development Focus

Human resource Analyzes jobs, skills, tasks – present Adds information about individual
planning and future; projects needs; uses interests, preferences, etc. to
statistical data replacement plans

Recruiting and Matching organization’s needs with Matches individual and jobs based on
placement qualified individuals variables including employees’ career
interests and aptitudes

Training and Provides opportunities for learning Provides career path information;
development skills, information, and attitudes adds individual development plans
related to job

Performance Rating and/or rewards Adds development plans and

appraisal individual goal setting

Compensation and Rewards for time, productivity, talent, Adds tuition reimbursement plans;
benefits and so on compensation for non-job-related
activities such as travels for
expatriate workforce
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ROLES IN CAREER PLANNING AND DEVELOPMENT
The employee’s responsible for his or her own career. He or she must assess interests,
roles skills, and values; seek out career information resources; and take steps to
ensure a happy and fulfilling career
- Employee Career Development Plan

The manager’s - act as a coach, appraiser, advisor, and mentor, listening to and clarifying the
roles employee’s career plans, giving feedback, generating career options, and
linking the employee to organizational resources and career options.

The - Life – cycle Career Management Responsibilities

employer/organi
zation’s role
 FIGURE 10-1
EMPLOYEE CAREER
DEVELOPMENT PLAN

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 BOX 10-1 ROLES IN CAREER DEVELOPMENT

Individual Manager
• Accept responsibility for your own career. • Provide timely and accurate
• Assess your interests, skills, and values. performance feedback.
• Seek out career information and resources. • Provide developmental assignments and
support.
• Establish goals and career plans.
• Participate in career development
• Utilize development opportunities.
discussions with subordinates.
• Talk with your manager about your career.
• Support employee development plans.
• Follow through on realistic career plans.

Employer
• Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.

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 THE EMPLOYER’S ROLE IN CAREER DEVELOPMENT
Realistic Job
Previews

Networking and Challenging

Interactions First Jobs
Employer’s
Role
Career-Oriented
Mentoring
Appraisals

Job
Rotation

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 EMPLOYER CAREER MANAGEMENT METHODS
1. Provide each employee with an individual budget.
2. Offer on-site or online career centers.
3. Encourage role reversal.
4. Establish a ‘corporate campus’.
5. Help organize ‘career success teams’.
6. Provide career coaches.
7. Provide career planning workshops.

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 CAREER MANAGEMENT AND EMPLOYEE
COMMITMENT/ ENGAGEMENT
Commitment-
Oriented Career
Development Efforts

Career Career-
Development Oriented
Programs Appraisals

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 MANAGING EMPLOYEE TURNOVER AND
RETENTION

Employee retention – a set of actions designed to

Turnover—the rate at which employees leave keep good employees once they have been hired
the firm—varies markedly among industries
TABLE 10.1: COSTS ASSOCIATED WITH TURNOVER
MANAGING VOLUNTARY TURNOVER
REDUCING TURNOVER
 A COMPREHENSIVE APPROACH TO RETAINING
EMPLOYEES
1st step: Identifying problems
- exit interviews
- attitude surveys
- stay interview
- hotlines
- realistics previews
STEPS TO BOOST EMPLOYEE RETENTION
FIGURE 10.4: JOB WITHDRAWAL PROCESS
THE CAUSES OF JOB DISSATISFACTION
Personal • Negative affectivity
Dispositions • Core self-evaluations

• Role
Tasks and • Role ambiguity
Roles •
•
Role conflict
Role overload

Supervisors • Negative behavior by managers

and Coworkers • Conflicts between employees

Pay and • Pay is an indicator of status in the organization

Benefits • Pay and benefits contribute to self-worth
ACTIONS EMPLOYEES TAKE WHEN DISSATISFIED

Behavior changes
Change the condition
Whistle-blowing
Bring a lawsuit
Lodge complaints
Physical job withdrawal
Psychological withdrawal
Decrease in job involvement
Decrease in organizational commitment
 JOB SATISFACTION
Job satisfaction – a pleasant feeling resulting from the perception
that one’s job fulfills or allows for the fulfillment of one’s important
job values.
The three important components are:
 Values
 Perceptions
 Ideas of what is important
People will be satisfied with their jobs as long as they perceive
that their jobs meet their important values.
FIGURE 10.5: INCREASING JOB SATISFACTION
EMPLOYEE LIFE- CYCLE CAREER MANAGEMENT
 MANAGING PROMOTIONS AND
TRANSFERS
Making Promotion
Decisions

Decision 1: Decision 2: Decision 3: Decision 4:

Is Seniority or How Should Is the Process Vertical,

Competence We Measure Formal or Horizontal, or
the Rule? Competence? Informal? Other?

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HANDLING TRANSFERS
Employees’ reasons for desiring transfers
- Personal enrichment and growth
- More interesting jobs
- Greater convenience (better hours, location)
- Greater advancement possibilities

Employers’ reasons for transferring employees

- To vacate a position where an employee is no longer needed
- To fill a position where an employee is needed
- To find a better fit for an employee within the firm
- To boost productivity by consolidating positions

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 MANAGING RETIREMENT -ATTRACTING AND RETAINING
OLDER WORKERS
Create a Culture that
Honors Experience

HR Practices
for Older Offer Flexible Work
Workers

Offer Part-Time Work

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 MANAGING DISMISSALS

Not all employee separations are

voluntary. Some career plans and
appraisals end not in promotion or
graceful retirement but in dismissal—
involuntary termination of an employee’s
employment with the firm
 Why dismissals?

1 Unsatisfactory performance

2 Misconduc

3 Lack of qualifications for the job

4 Changed requirements of the job

5 Insubordination

Copyright © 2011 Pearson Education 9–32

PRINCIPLES OF JUSTICE

Outcome Procedural Interactional

Fairness Justice Justice
• A judgment • A judgment • A judgment
that the that fair that the
consequences methods were organization
given to used to carried out its
employees determine the actions in a
are just. consequences way that took
an employee the
receives. employee’s
feelings into
account.
FIGURE 10.1: PRINCIPLES OF JUSTICE
ADJUSTING TO DOWNSIZINGS AND MERGERS

1. First is making sure the right people are let go; this requires having
an effective appraisal system in place.
2. Second is compliance with all applicable laws, including WARN.
3. Third is executing the dismissals in a manner that is just and fair.
4. Fourth is security, for instance, retrieving keys and ensuring that
those leaving don’t take prohibited items with them.
5. Fifth is reducing the remaining employees’ uncertainty and
addressing their concerns. This typically involves a postdownsizing
announcement and program, including meetings where senior
managers field questions from the remaining employees