Social Responsibility: Chapter Ten Social Responsibility: Legal Issues, Managing Diversity, & Career Challenges

Objectives Discuss the role of training partnerships in developing skills and contributing to local communities Discuss the potential legal issues that relate to training Develop a program for effectively managing diversity 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.

Objectives Discuss the importance of career paths and dual career paths for employees and companies Develop policies to help employees achieve work-life balance Describe how companies are helping veterans develop skills and get employment 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 Responsibility Many organizations are concerned with addressing broader social issues protecting the environment supporting cultural activities helping reduce poverty and unemployment complying with laws 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 Partnerships Government agencies and industry trade groups help identify skills that employers require Work with community colleges, universities, and other institutions to provide qualified employees 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 Designed to assist states with building school-to-work systems to prepare students for high-skill jobs and future education Encourages partnerships between educational institutions, employers, and labor unions 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 Helps job seekers access employment, education, training, and support services; matches employers with skilled workers Streamlines training, education, employment programs into a single system in each community Helps those with disabilities, out-of-school youth, and high school dropouts Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Joint Union-Management Programs Designed historically to help displaced employees find jobs Help employees learn skills relevant for their jobs and valuable to other employers Both employers and unions finance these programs and oversee their operation 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 Failing to provide required training and providing inadequate training Incurring injuries to employees during training Incurring injuries to employees or others outside of training 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 Reproducing and using copyrighted material without permission Excluding women, minorities, and older employees Not ensuring equal treatment during training 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 Revealing discriminatory information during training Failing to accommodate those with disabilities 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 Learning efforts to change attitudes and develop skills to work with a diverse workforce Two primary goals: eliminate values, stereotypes, and practices that inhibit development allow employees to contribute to organizational goals regardless of their background Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Enhancing Diversity Training Greater benefits found when: the program is of sufficient length for trainees to learn (four hours or more) managers are used as trainers trainees interact face-to-face with the instructor, content, and other learners using cases and exercises Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

The Glass Ceiling A major issue facing companies is placing women and minorities in upper-level management positions The glass ceiling refers to a barrier to advancement that adversely affects women and minorities HR practices such as flexible scheduling, diversity training, coaching, and mentoring are needed Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Cross-Cultural Preparation To succeed, expatriates need to be: competent in their area of expertise able to communicate verbally and nonverbally flexible, tolerant of ambiguity, and sensitive to cultural differences motivated to succeed and learn able to enjoy the challenges of a different culture supported by their families Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Pre-Departure Phase Expatriates and their families should receive training Methods may include lectures, e-learning, experiential exercises, and immersion experiences The rigor needed depends on: cultural novelty interaction job novelty Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

On-Site Phase There should be continued orientation through formal training and mentoring Expatriates may be paired with an employee from the host country Expatriates should be encouraged to develop social relationships both inside and outside of work Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Repatriation Phase Expatriates should be encouraged to self-manage the repatriation process Expatriates should be brought up to date on national issues, politics, and news stories Expatriates should keep up-to-date on current events at their parent company while abroad Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Four Career Stages Careers typically involve four stages: Exploration Establishment Maintenance Decline Although individuals can progress through the stages linearly, many do not because of boundaryless careers Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Generational Differences Gen Xers place a high emphasis on work-life balance, opportunities for growth, and relationships 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 Baby Boomers are loyal to their organizations Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Enhancing Work-Life Balance Telecommuting refers to a work arrangement that gives employees flexibility in work location and hours Compressed workweek refers to a schedule that allows employees to work fewer days with longer hours Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Enhancing Work-Life Balance Flextime refers to giving employees the option of choosing when to work during the workday, workweek, or work year Job sharing refers to having two employees divide the hours, responsibilities, and benefits of a full-time job Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Dual Career Paths Management (the traditional path) Many companies structure career paths so individuals advance through the company by moving into management Individual Contributor Designed for individuals who wish to remain in a technical, sales, or support function (and not move into management) Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Effective Dual Career Paths Salary, status, and incentives for individual contributors compare favorably to managers While individual contributor salaries may be lower, they are given opportunities to increase total compensation Individual contributor path is not used to satisfy poor performers Individual contributors choose their path Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Career Recycling Involves changing one’s major work activity after being established in a specific field Accompanied by a re-exploration of values, skills, interests, and potential employment opportunities Not limited to older employees nearing retirement Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Job Hopping Presents a challenge for employers loss of talent and productivity higher costs related to turnover, recruitment, and retraining difficulty fostering long-term relationships However, job hoppers bring new information and may not require job security Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Job Hopping Companies can reduce job hopping by: creating conditions for employee engagement providing employees with growth opportunities offering rewards for good performance Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Military Personnel Military personnel often face challenges when returning to the civilian workforce Challenges stem from: lack of experiences in the workplace incomplete skill sets and credentials difficultly working in less structured situations psychological and physical challenges Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Military Personnel Benefits of veterans: attention to detail. self-discipline, problem solving, decision making in stressful situations, and teamwork The Uniformed Services Employment and Reemployment Act addresses deployed employees’ rights, such as guaranteeing jobs when they return after a leave Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Job Loss Layoffs do not result in improved profitability, have mixed effects on productivity, and have adverse effects on survivors Alternative to layoffs: working fewer hours early retirement plans delaying wage increases not filling vacancies due to turnover retirements Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Helping with Job Loss Advance warning and an explanation Psychological, financial, and career counseling Assessment of skills and interests Resume writing and interviewing skills training Job banks with job leads Electronic delivery of job openings, self-directed career management guides, etc. Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Older Workers What is “old”? The ADEA provides protection for those 40 and over Mandatory retirement ages exist in certain occupations (e.g., air traffic controllers = 56, pilots = 65) Retirees today can receive full social security benefits at 65 (or reduced benefits at 62) Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Fact & Fiction Older employees do not have higher absenteeism rates, nor are they likely to put in less effort Older employees are as productive as younger employees, and they have valuable experience However, they do require more training in technology and prefer hands-on learning Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Meeting the Needs of Older Workers Provide flexibility in scheduling Provide continued training and career guidance Provide health care resources Recognize that as older employees’ abilities decline, they can rely on experience and motivation Ensure younger employees do not hold inappropriate stereotypes Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Pre-Retirement Socialization These efforts typically include: psychological aspects of retirement housing issues maintaining a healthy lifestyle healthcare plans financial and estate planning collection of benefits Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Retirement Retirement involves leaving a job and making the transition to life without work Employees tend to be retiring later today Changes in social security have led to no mandatory retirement ages for most jobs, and financial need had led to individuals working longer Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Implications of the Aging Workforce Companies should meet the needs of older employees Companies should take steps to prepare employees for retirement Companies should be careful that early retirement programs do not unfairly discriminate against older employees Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Early Retirement Programs Early retirement programs offer employees financial benefits to leave the company To avoid litigation, ensure: the program is part of the employee benefit plan the company can justify age-related distinctions for eligibility for early retirement employees are allowed to choose voluntarily Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.