2. Learning Objectives
❑ 10-1. Describe what employers and supervisors can do
to support employees’ career development needs.
❑ 10-2. Explain why career development can improve
employee engagement.
❑ 10-3. Describe a comprehensive approach to retaining
employees.
❑ 10-4. List and briefly explain the main decisions
employers should address in reaching promotion and
other employee life-cycle career decisions.
❑ 10-5. Explain each of the main grounds for dismissal.
3. 1. Describe what employers
and supervisors can do
to support employees
career development
needs
4. Career Management
Career: The occupational or professional
positions a person hold over the years.
Career management: The process for enabling
employees to better understand and develop
their career skills and interests, and to use these
skills and interests more effectively.
Career development: The lifelong series of
activities that contribute to a 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.
5. psychological contract:
psychological contract: is “an unwritten agreement that
exists between employers and employees. "The psychological
contract identifies each party’s mutual expectations about what
the employer and employee expect of each other.
6. The employee’s role in career
management
The employee, the manager, and the employer all have
roles in the employee’s career development.
❑ 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.
7. The employer’s role in career
management
Along with the employee, the person’s manager and employer have
career management responsibilities. These depend partly on how long
the employee has been with the firm.
❖ Realistic job Interviews
❖ Challenging first jobs
❖ Career-oriented appraisals
❖ Job rotation
8. The employer’s role in career
management
Reality Shock: Some refer to this as preventing reality shock, a
phenomenon that occurs when a new employee’s high
expectations and enthusiasm confront the reality of a boring,
unchallenging job.
9. ❑ Employer career
management methods
It pays to help employees improve their careers. Some of the methods
that employer’s utilize are:
1. Career Development Training : Some employers create Web-based or
offline libraries of career development materials, for employees to
utilize.
2. A career planning workshop : Is “a planned learning event in which
participants are expected to be actively involved, completing career
planning exercises and inventories and participating in career skills
practice sessions.
3. Career coaches : Generally help employees create 1- to 5-year plans
showing where their careers with the firm may lead. The coaches help
individual employees identify their development needs and obtain the
training, professional development, and networking opportunities they
require to satisfy those needs.
10. The Manager as Mentor and Coach
Mentoring: Advising, counseling, and guiding.
Coaching: Educating, instructing, and training subordinates.
Manager as mentor and coach should:
1. Set High Standards
2. Invest The Time
3. Requires Trust
4. Professional Competence
5. Consistency
6. Ability to Communicate
7. Share Control
11. 2. Explain why career development
can improve employee engagement
12. Employee Engagement Guide
for Managers
⮚ Career management
Is the process for enabling employees to better understand and
develop their career skills and interests and to use these skills and
interests most effectively both within the company and after they leave
the firm.
⮚ Commitment-Oriented Career Development Efforts
Given the importance to most people of having a fulfilling and
successful career, career planning and development can play an
important role in engagement. Managed effectively, the employer’s
career development process should send the signal that the employer
cares about the employee’s career success.
13. 3. Describe a comprehensive
approach to retaining employees
14. Managing Employee
Turnover and Retention
Turnover: defined as the rate at which employees leave the
firm varies markedly among industries.
❑ Cost of turnover:
✔ The costs to employers of turnover are high.
✔ Reducing turnover requires identify and managing the
reasons for both voluntary and involuntary turnover.
Retention: refers to the various policies and practices
which let employees stick to the organization for a longer
period of time
15. Managing Voluntary
Turnover
Employers ranked the top five reasons employees left as:
❑ Promotion
❑ Career development
❑ Pay
❑ Relationship with supervisor
❑ Work–life balance
❑ Health-care benefits
❑ Unfairness
❑ Not having their voices heard
❑ A lack of recognition
16. 1. Describe what employers
and supervisors can do
to support employees
career development
needs
17. Career Management
Career: The occupational or professional
positions a person hold over the years.
Career management: The process for enabling
employees to better understand and develop
their career skills and interests, and to use these
skills and interests more effectively.
Career development: The lifelong series of
activities that contribute to a 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.
18. psychological contract:
psychological contract: is “an unwritten agreement that
exists between employers and employees. "The psychological
contract identifies each party’s mutual expectations about what
the employer and employee expect of each other.
19. The employee’s role in career
management
The employee, the manager, and the employer all have
roles in the employee’s career development.
❑ 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.
20. The employer’s role in career
management
Along with the employee, the person’s manager and employer have
career management responsibilities. These depend partly on how long
the employee has been with the firm.
❖ Realistic job Interviews
❖ Challenging first jobs
❖ Career-oriented appraisals
❖ Job rotation
21. The employer’s role in career
management
Reality Shock: Some refer to this as preventing reality shock, a
phenomenon that occurs when a new employee’s high
expectations and enthusiasm confront the reality of a boring,
unchallenging job.
22. ❑ Employer career
management methods
It pays to help employees improve their careers. Some of the methods
that employer’s utilize are:
1. Career Development Training : Some employers create Web-based or
offline libraries of career development materials, for employees to
utilize.
2. A career planning workshop : Is “a planned learning event in which
participants are expected to be actively involved, completing career
planning exercises and inventories and participating in career skills
practice sessions.
3. Career coaches : Generally help employees create 1- to 5-year plans
showing where their careers with the firm may lead. The coaches help
individual employees identify their development needs and obtain the
training, professional development, and networking opportunities they
require to satisfy those needs.
23. Managing Employee
Turnover and Retention
Turnover: defined as the rate at which employees leave the
firm varies markedly among industries.
❑ Cost of turnover:
✔ The costs to employers of turnover are high.
✔ Reducing turnover requires identify and managing the
reasons for both voluntary and involuntary turnover.
Retention: refers to the various policies and practices
which let employees stick to the organization for a longer
period of time
24. Managing Voluntary
Turnover
Employers ranked the top five reasons employees left as:
❑ Promotion
❑ Career development
❑ Pay
❑ Relationship with supervisor
❑ Work–life balance
❑ Health-care benefits
❑ Unfairness
❑ Not having their voices heard
❑ A lack of recognition
25. A Comprehensive Approach to
Retaining Employees
I. Exit Interviews
II. Attitude Surveys
III. Open door (Hotlines)
IV. Stay Interviews
26. A Comprehensive Approach to
Retaining Employees
I. Exit Interviews
II. Attitude Surveys
III. Open door (Hotlines)
IV. Stay Interviews
27. Job Withdrawal
Withdrawal: separating oneself from one’s current situation, it’s a
means of escape for someone who is dissatisfied or fearful.
❑ Voluntary turnover is just one way that employees withdraw.
❑ Absences and voluntary turnover are two obvious types of job
withdrawal.
28. 4. List and briefly explain the main
decisions employers should
address in reaching promotion and
other employee life-cycle career
decisions.
29. Employee Life-Cycle
Career Management
❑ Promotion: Advancement to a position of
increased responsibility.
❑ Transfers: Reassignments to similar
positions in other parts of the firm.
30. 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?
31. Managing Transfers
A transfer: is a move from one job to another, usually with no change
in salary or grade.
❑ Employers may transfer a worker to vacate a position where he or
she is no longer needed, to fill one where he or she is needed, or
more generally to find a better fit for the employee within the firm.
❑ Many firms boost productivity by consolidating positions. Transfers
are a way to give displaced employees a chance for another
assignment or some personal growth.
✔ Employees seek transfers for many reasons:
✔ Including personal enrichment
✔ More interesting jobs
✔ Greater convenience better hours
✔ Location of work
✔ Jobs offering greater advancement possibilities.
32. 1. Describe what employers
and supervisors can do
to support employees
career development
needs
33. Career Management
Career: The occupational or professional
positions a person hold over the years.
Career management: The process for enabling
employees to better understand and develop
their career skills and interests, and to use these
skills and interests more effectively.
Career development: The lifelong series of
activities that contribute to a 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.
34. psychological contract:
psychological contract: is “an unwritten agreement that
exists between employers and employees. "The psychological
contract identifies each party’s mutual expectations about what
the employer and employee expect of each other.
35. The employee’s role in career
management
The employee, the manager, and the employer all have
roles in the employee’s career development.
❑ 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.
36. The employer’s role in career
management
Along with the employee, the person’s manager and employer have
career management responsibilities. These depend partly on how long
the employee has been with the firm.
❖ Realistic job Interviews
❖ Challenging first jobs
❖ Career-oriented appraisals
❖ Job rotation
37. The employer’s role in career
management
Reality Shock: Some refer to this as preventing reality shock, a
phenomenon that occurs when a new employee’s high
expectations and enthusiasm confront the reality of a boring,
unchallenging job.
38. ❑ Employer career
management methods
It pays to help employees improve their careers. Some of the methods
that employer’s utilize are:
1. Career Development Training : Some employers create Web-based or
offline libraries of career development materials, for employees to
utilize.
2. A career planning workshop : Is “a planned learning event in which
participants are expected to be actively involved, completing career
planning exercises and inventories and participating in career skills
practice sessions.
3. Career coaches : Generally help employees create 1- to 5-year plans
showing where their careers with the firm may lead. The coaches help
individual employees identify their development needs and obtain the
training, professional development, and networking opportunities they
require to satisfy those needs.
39. Managing Employee
Turnover and Retention
Turnover: defined as the rate at which employees leave the
firm varies markedly among industries.
❑ Cost of turnover:
✔ The costs to employers of turnover are high.
✔ Reducing turnover requires identify and managing the
reasons for both voluntary and involuntary turnover.
Retention: refers to the various policies and practices
which let employees stick to the organization for a longer
period of time
40. Managing Voluntary
Turnover
Employers ranked the top five reasons employees left as:
❑ Promotion
❑ Career development
❑ Pay
❑ Relationship with supervisor
❑ Work–life balance
❑ Health-care benefits
❑ Unfairness
❑ Not having their voices heard
❑ A lack of recognition
41. A Comprehensive Approach to
Retaining Employees
I. Exit Interviews
II. Attitude Surveys
III. Open door (Hotlines)
IV. Stay Interviews
42. A Comprehensive Approach to
Retaining Employees
I. Exit Interviews
II. Attitude Surveys
III. Open door (Hotlines)
IV. Stay Interviews
43. 4. List and briefly explain the main
decisions employers should
address in reaching promotion and
other employee life-cycle career
decisions.
44. Managing Transfers
A transfer: is a move from one job to another, usually with no change
in salary or grade.
❑ Employers may transfer a worker to vacate a position where he or
she is no longer needed, to fill one where he or she is needed, or
more generally to find a better fit for the employee within the firm.
❑ Many firms boost productivity by consolidating positions. Transfers
are a way to give displaced employees a chance for another
assignment or some personal growth.
✔ Employees seek transfers for many reasons:
✔ Including personal enrichment
✔ More interesting jobs
✔ Greater convenience better hours
✔ Location of work
✔ Jobs offering greater advancement possibilities.
45. Managing
Retirements
⮚ “Retirement planning” is no longer just about helping current
employees slip into retirement. It should also help the employer to
retain the skills and brainpower of those who would normally retire
and leave the firm.
⮚ Retirement planning is a significant issue for employers.
⮚ Many have wisely chosen to fill their staffing gaps in part with
current or soon-to-be retirees.
⮚ Some techniques employers use to keep older workers include:
I. Offering them part-time positions.
II. Hiring them as consultants or temporary workers.
III. Offering them flexible work arrangements.
IV. Encouraging them to work past traditional retirement age.
V. Providing training to upgrade skills and instituting a phased
retirement program.
47. Managing Dismissals
Dismissal: Involuntary termination of an employee’s
employment with the firm.
Insubordination: Willful disregard or disobedience of the
boss’s authority or legitimate orders; criticizing the boss in
public
1. There are four bases for dismissal:
2. Unsatisfactory performance
3. Misconduct
4. Lack of qualifications for the job
5. Changed requirements of (or elimination of) the job.
48. Grounds for Dismissal
⮚ Unsatisfactory Performance
⮚ Misconduct
⮚ Lack of Qualifications for the Job
⮚ Changed Requirements of the Job
⮚ Insubordination
49. Managing
Retirements
⮚ “Retirement planning” is no longer just about helping current
employees slip into retirement. It should also help the employer to
retain the skills and brainpower of those who would normally retire
and leave the firm.
⮚ Retirement planning is a significant issue for employers.
⮚ Many have wisely chosen to fill their staffing gaps in part with
current or soon-to-be retirees.
⮚ Some techniques employers use to keep older workers include:
I. Offering them part-time positions.
II. Hiring them as consultants or temporary workers.
III. Offering them flexible work arrangements.
IV. Encouraging them to work past traditional retirement age.
V. Providing training to upgrade skills and instituting a phased
retirement program.
51. Managing Dismissals
Dismissal: Involuntary termination of an employee’s
employment with the firm.
Insubordination: Willful disregard or disobedience of the
boss’s authority or legitimate orders; criticizing the boss in
public
1. There are four bases for dismissal:
2. Unsatisfactory performance
3. Misconduct
4. Lack of qualifications for the job
5. Changed requirements of (or elimination of) the job.
52. Grounds for Dismissal
⮚ Unsatisfactory Performance
⮚ Misconduct
⮚ Lack of Qualifications for the Job
⮚ Changed Requirements of the Job
⮚ Insubordination
53. Fairness Safeguards
1. Allow a Full Explanation
2. Multistep procedure / Appeal process
3. Person who does the dismissal
4. Severance Pay
54. Avoiding Wrongful
Discharge Suits
Wrongful Discharge (or termination):
Occurs when an employee’s
dismissal does not comply with the
law or with the contractual
arrangement stated or implied by the
employer.
55. The Exit Process and
Termination Interview
1. Plan the interview carefully
2. Get to the point
3. Describe the situation
4. Listen
5. Review the severance package
6. Identify the next step
56. Adjusting to Downsizing and
Mergers
Downsizing means reducing, usually dramatically, the number of people employed by
a firm. The basic idea is to cut costs and raise profitability. Downsizings (some call
them “productivity transformation programs”) require careful consideration of several
matters:
❑ First is making sure the right people are let go; this requires having an
effective appraisal system in place.
❑ Second is compliance with all applicable laws, including WARN.
❑ Third is executing the dismissals in a manner that is just and fair.
❑ Fourth is security, for instance, retrieving keys and ensuring that those
leaving don’t take prohibited items with them.
❑ Fifth is reducing the remaining employees’ uncertainty and addressing their
concerns. This typically involves a post-downsizing announcement and
program, including meetings where senior managers field questions from
the remaining employees.
