Employee Retention, Engagement, and Careers 10 Employee Retention, Engagement, and Careers

Human Resources Management 12e Gary Dessler LEARNING OUTCOMES Describe a comprehensive approach to retaining employees. Explain why employee engagement is important, and how to foster such engagement. Discuss what employers and supervisors can do to support employees’ career development needs. List and discuss the four steps in effectively coaching an employee. List the main decisions employers should address in reaching promotion decisions. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Managing Employee Turnover and Retention Turnover: The rate at which employees leave the firm Costs of turnover Managing voluntary turnover Reducing voluntary turnover

A Comprehensive Approach to 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

A Comprehensive Approach to Retaining Employees Managing involuntary turnover Talent management and employee retention Job withdrawal

Employee Engagement Importance Fostering Monitoring

The Basics Of Career Management Human Resources Management 12e Gary Dessler The Basics Of Career Management Career Management Career Development Career Planning Career Terminology Career; “Occupational positions a person has had over many years.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Basics Of Career Management Career management: A process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests most effectively within the company and after they leave the firm. Career development is lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment. Career planning is the deliberate process through which someone becomes aware of his or her personal skills, interests, knowledge, motivations, and other characteristic.

Careers Today and Employee Commitment Human Resources Management 12e Gary Dessler Careers Today and Employee Commitment Old 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 day I 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 10–3 Employee Career Development Plan Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Coaching and Mentoring Human Resources Management 12e Gary Dessler Coaching and Mentoring Coaching Involves educating, instructing, and training subordinates Focuses on teaching shorter-term job-related skills Mentoring Is actively advising, counseling, and guiding Is helping employees navigate longer-term career hazards Coaching and mentoring require both analytical and interpersonal skills. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Improving Coaching Skills Human Resources Management 12e Gary Dessler Improving Coaching Skills The Four-Step Coaching Process 1 3 2 Preparing to coach 4 Developing a mutually agreed change plan Engaging in active coaching Evaluating for feedback and follow-up Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Improving Mentoring Skills Mentoring caveats The effective mentor The protégé’s responsibilities

Characteristics of Effective Mentors Human Resources Management 12e Gary Dessler Characteristics of Effective Mentors Set high standards Are willing to invest time and effort Actively steer protégés into important work Are trustworthy Are professionally competent Are consistent Have the ability to communicate Are willing to share control Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Protégé’s Responsibilities Human Resources Management 12e Gary Dessler The Protégé’s Responsibilities Choose an appropriate potential mentor. Don’t be surprised if you’re turned down. Make it easier for a potential mentor to agree to your request. Respect the mentor’s time. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Making Promotion Decisions Human Resources Management 12e Gary Dessler Making 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Practical Considerations for Promotion Establish eligibility requirements Review the job description Review candidates’ performance and history, Hire only those who meet the requirements.

Human Resources Management 12e Gary Dessler Managing 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Attracting and Retaining Older Workers Human Resources Management 12e Gary Dessler Attracting and Retaining Older Workers Create a culture that honors experience Modify selection procedures Offer flexible or part-time work Implement phased retirement programs HR Policies for Older Workers Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Managing Dismissals Grounds for Dismissal Avoiding Wrongful Discharge Suits Supervisor Liability The Exit Process and Termination Interview Layoffs and the Plant Closing Law Adjusting to Downsizings and Mergers

Grounds for Dismissal Unsatisfactory performance Misconduct Lack of qualifications for the job Changed requirements of the job

Avoiding Wrongful Discharge Suits 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 Interview Dismissing an employee is one of the most difficult tasks you can face at work. Plan the interview carefully Get to the point Describe the situation Listen Review the severance package Identify the next step

Human Resources Management 12e Gary Dessler 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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