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© 2003 Prentice Hall, Inc Instructor presentation questions: Chapter 10 Managing Careers and Fair Treatment
10-2 © 2003 Prentice Hall, Inc. Chapter 10 Outline The basics of career management Career development roles Hr.Net career planning & the web The employer’s role in career management Provide career planning workshops and software
10-3 © 2003 Prentice Hall, Inc. Chapter 10 Outline (Cont.) Managing promotions & transfers Making promotion decisions Decision 1: Is seniority or competence the rule? Decision 2: How should we measure competence? Decision 3: Is the process formal or informal? Decision 4: Vertical, horizontal, or other? Handling transfers
10-4 © 2003 Prentice Hall, Inc. Chapter 10 Outline (Cont.) Career management & commitment Career development programs Career-oriented appraisals Career records/job posting systems
10-5 © 2003 Prentice Hall, Inc. Chapter 10 Outline (Cont.) Managing fair treatment Creating a better environment Build two-way communications Speak-up programs Opinion surveys Top-down programs Emphasize fairness in disciplining Research insight Manage employee privacy
10-6 © 2003 Prentice Hall, Inc. Chapter 10 Outline (Cont.) Managing dismissals Grounds for dismissal High-performance insight Avoiding wrongful discharge suits The termination interview Outplacement counseling Exit interviews
10-7 © 2003 Prentice Hall, Inc. Chapter 10 Outline (Cont.) Managing dismissals (cont.) Layoffs and the plant closing law The plant closing law Bumping/layoff procedures Alternatives to layoffs Adjusting to downsizings and mergers Retirement Summary
10-8 © 2003 Prentice Hall, Inc. After Studying This Chapter You Should Be Able To: Discuss the basics of career management Outline how to manage promotions & transfers Show how career management influences employee commitment Explain the three main considerations in managing fair treatment More effectively manage dismissals
10-9 © 2003 Prentice Hall, Inc. Chapter 10 Strategic Overview Needed: New, competitive strategy World-class service Dedicated front-line employees To share information
10-10 © 2003 Prentice Hall, Inc. Career Management 101 Careers are no longer viewed as an upward linear progression but reinvented constantly as work environments change Company’s needs Employee’s long-term interests Human resource activities
10-11 © 2003 Prentice Hall, Inc. Career Planning & Development The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of stages that contribute to his or her career fulfillment Definition Career focus chart
10-12 © 2003 Prentice Hall, Inc. Career Development Roles: The Individual Each person must accept responsibility for his or her own career: Assess their interests, skills & values Take the steps required to achieve a happy and fulfilling career
10-13 © 2003 Prentice Hall, Inc. Career Development Roles: Management Management must provide development opportunities, feedback, and career- oriented appraisals
10-14 © 2003 Prentice Hall, Inc. The Web & Career Planning Numerous career assessment sites like All offer career planning tools which help employees identify their strengths & improve their career progress
10-15 © 2003 Prentice Hall, Inc. The Employer’s Role Posting job openings Formal education Career-oriented performance appraisals Management counseling HR counseling Retirement preparation Succession planning Lateral development Career management practices include:
10-16 © 2003 Prentice Hall, Inc. The Employer’s Role Steps to take for potential & new employees Give realistic job previews Provide challenging 1 st jobs New employee mentoring Planning workshop & software
10-17 © 2003 Prentice Hall, Inc. Good Management Reality shock Job rotation Mentoring
10-18 © 2003 Prentice Hall, Inc. Career Workshops A planned learning event Workshop activities include: Self-assessment Environmental assessment An individual segment Career planning software
10-19 © 2003 Prentice Hall, Inc. Managing Promotions & Transfers Promotions or advancements to positions of greater responsibility involve four decisions: 1 st is seniority or competence the rule? 2 nd how should we measure competence? 3 rd is the process formal or informal? 4 th vertical, horizontal, or other?
10-20 © 2003 Prentice Hall, Inc. Promotion Management for Women EMPLOYERS Take career interests seriously Make promotion process fair Flexible career tracks EMPLOYEES Learn, understand the business Be seen as capable Find & use a mentor Train yourself Know what you want
10-21 © 2003 Prentice Hall, Inc. Handling Transfers A transfer: a lateral move to another job with no change in salary or grade Transferees are looking for: Personal enrichment Interesting jobs Convenience Better hours or location Transfers should result in better productivity
10-22 © 2003 Prentice Hall, Inc. Career Management & Commitment Answer: Provide them with an opportunity to self-actualize, develop & reach their potential in order to be more marketable should they be let go Question: In these times of rapid change & mergers how do you get the employees to keep the company’s best interest at heart if the company doesn’t seem to or is unable to care about what’s good for the employee?
10-23 © 2003 Prentice Hall, Inc. Career Development Programs Career management programs include: Career planning seminars Provide classes, counseling & tutoring Offer workshops Tuition reimbursement
10-24 © 2003 Prentice Hall, Inc. Career-Oriented Appraisals Foster commitment Indicates promotability and developmental needs
10-25 © 2003 Prentice Hall, Inc. Career-oriented Job Placement Five steps routinely used by internal placement centers (IPC): Conduct an internal, external, or combined search Manager completes job description for the position Recruiter posts current job opportunities Interested employees apply for the position Center coordinator assesses each applicant
10-26 © 2003 Prentice Hall, Inc. Fair Treatment – Why Treat Employees Fairly? Powerful management tool Knowledge-based company Attitudes and behavior Building trust Can achieve goals jointly
10-27 © 2003 Prentice Hall, Inc. Managing Fair Treatment Create a better environment Employee’s assertiveness influences supervisor’s fairness Large organizations must work hard to set up fair work procedures Fair treatment reflects underlying elements like trust and respect Fair treatment scale
10-28 © 2003 Prentice Hall, Inc. Managing Fair Treatment Build 2-way communications Use speak-up! programs Opinion surveys Top-down programs
10-29 © 2003 Prentice Hall, Inc. Fairness in Disciplining Discipline: encouraging employees to behave sensibly at work Fairness here means three things Rules & regulations A system of progressive penalties An appeals process
10-30 © 2003 Prentice Hall, Inc. Emphasize Fairness in Disciplining Evidence supports wrongdoing Due process rights protected Warn first Relevancy Investigate fairly and adequately Substantial evidence of misconduct Here are some guidelines -
10-31 © 2003 Prentice Hall, Inc. Emphasize Fairness in Disciplining (Cont.) Evenhanded application Penalty matches offense and history Right to counsel Maintain dignity Burden of proof Get the facts and be cool
10-32 © 2003 Prentice Hall, Inc. Consider Discipline Without Punishment Non-punitive guidelines for recurring event: Oral reminder Issue formal written reminder & include in file Give paid one-day “decision-making leave” If no further incidents occur, purge their file
10-33 © 2003 Prentice Hall, Inc. Manage Employee Privacy About 75% of U.S. firms now record and review some employee communications Electronic eavesdropping is legal - to a point
10-34 © 2003 Prentice Hall, Inc. You’re Fired! Dismissal is drastic – be careful! Terminate at will Just cause and the EEO
10-35 © 2003 Prentice Hall, Inc. Grounds for Dismissal Companies dismiss employees for 4 reasons: unsatisfactory performance, misconduct, lack of qualifications for the job, & changed requirements Stealing Chronic lateness Disregard boss’s authority Refuse to obey Defying company policy Poor work quality Publicly criticize boss Disrespectful Mutiny Name that Grounds
10-36 © 2003 Prentice Hall, Inc. Security Measures to Take After a Dismissal Use a checklist to ensure all company property is returned Walk employees out of the offices Disable passwords & accounts Have formal rules for return of portable equipment like laptops & handhelds
10-37 © 2003 Prentice Hall, Inc. Avoiding Wrongful Discharge Suits Wrongful discharge is an employee dismissal that does not comply with the law or does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises Definition Handbook policy return statement
10-38 © 2003 Prentice Hall, Inc. How to Reduce Wrongful Suits Applicant signs no fixed term employee form Review employee manual Don’t outline appraisal process Always include a hire at will statement No permanent employment clauses Don’t list discharge reasons
10-39 © 2003 Prentice Hall, Inc. How to Reduce Wrongful Suits (Cont.) Don’t make promises you can’t keep Have clear infraction rules If a rule is broken get signed witness statements Appraise annually Keep records of all employee actions Make probationary periods clear
10-40 © 2003 Prentice Hall, Inc. What to Ask Prior to Dismissal Written agreements? Contracts? Defamation claims? Discrimination? Worker’s compensation? Rules communicated? Chance to explain or correct? Monies paid? COBRA explained? Reference response? Reviewed file? “Buy-out” considered?
10-41 © 2003 Prentice Hall, Inc. Termination Interview Guidelines Plan interview carefully Get to the point – skip the small talk Describe situation briefly as to why person is being let go Listen as person begin talking freely & calmly about reasons for the termination Review all elements of severance package Identify subsequent steps employee will take
10-42 © 2003 Prentice Hall, Inc. Outplacement Outplacement counseling A systematic process by which a terminated person is trained and counseled in the techniques of self-appraisal and securing a new position
10-43 © 2003 Prentice Hall, Inc. Exit Interviews Exit interview questions to ask: Why did you join the company? Why did you decide to leave? Was the job presented correctly & honestly? Were your expectations met? What was the workplace environment like? Supervisor’s management style like? Were there any special problem areas?
10-44 © 2003 Prentice Hall, Inc. Layoffs and the Plant Closings Law Plant closing law The Worker Adjustment and Retraining Notification Act, requires notifying employees in the event an employer decides to close its facility Employers are responsible for giving notice to employees who will experience a covered “employment loss”
10-45 © 2003 Prentice Hall, Inc. Sample Notice Letter Please consider this letter to be your official notice, as required by the federal plant closing law, that your current position with the company will end 60 days from today because of a [layoff or closing] that is now projected to take place on [date]. After that day your employment with the company will be terminated, and you will no longer be carried on our payroll records or be covered by any company benefit programs. Any questions concerning the plant closing law or this notice will be answered in the HR office.
10-46 © 2003 Prentice Hall, Inc. Bumping/Layoff Procedures Seniority: Usually ultimately determines who will work Can give way to merit or ability Is usually based on the date employee joined Is usually company-wide: an employee in one job can displace another elsewhere, if the senior person can do the job without further training
10-47 © 2003 Prentice Hall, Inc. Layoff Alternatives Voluntary reduction in pay Voluntary time off Rings of defense – the deliberate use of temp or contract hires so that they can be laid off rather than permanent hires
10-48 © 2003 Prentice Hall, Inc. Adjusting to Downsizings Guidelines for implementing a reduction of force: Identify objectives and constraints Form a downsizing team Address legal issues Plan post-implementation actions Address security concerns
10-49 © 2003 Prentice Hall, Inc. M&A Dismissals When merging or acquiring another firm: Avoid the appearance of power and domination Avoid win–lose behavior Be businesslike & professional in all dealings Have positive a feeling about the acquired company The confidence, productivity, and commitment of those remaining affected by how dismissed are treated
10-50 © 2003 Prentice Hall, Inc. Retirement Retirement for many employees is bittersweet Pre-retirement counseling practices:
10-51 © 2003 Prentice Hall, Inc. Chapter 10 Summary Employers provide important guidelines in the career management process – name some? More firms today engage in career development activities – can you name 3? Managing fair treatment includes giving employees vehicles through which to express opinions and concerns
10-52 © 2003 Prentice Hall, Inc. Chapter 10 Summary (Cont.) One part of fair treatment is a fair and just discipline process based on three prerequisites – name them? Managing dismissals is an important part of any supervisor’s job
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