Fundamentals of Human Resource Management: Managing Careers

Fundamentals of Human Resource
Management
Fifth Edition
Chapter 9
Managing
Careers
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
1. Discuss what employers and supervisors can do
to support employees’ career development
needs.
2. List and discuss the four steps in effectively
coaching an employee.
3. Explain why career development can improve
employee engagement.
Learning Objectives (2 of 2)
4. Describe a comprehensive approach to retaining
employees.
5. List the main decisions employers should
address in reaching promotion decisions.
6. Explain the factors you would consider when
dismissing an employee.
Discuss what employers and supervisors
can do to support employees’ career
development needs
Career Management (1 of 2)
• Career
• Career Management
• Career Development
• Career Planning
Career Management (2 of 2)
• Careers Today
• Psychological Contract
• The Employee’s Role in Career Management
• The Employer’s Role in Career Management
– Reality Shock
– Career-Oriented Appraisals
Employer Career Management Methods
– Career planning
workshop
– Lifelong learning
accounts
– Career coaches
Improving Mentoring and Coaching Skills
• Analysis
• Interpersonal skills
• Four-step process
– Preparation
– Planning
– Active coaching
– Follow-up
Coach’s Self-Evaluation Checklist
Being a Better Mentor
• Mentoring
• Formal or Informal
• Valuable and Dangerous
• Set High Standards
• Protégé’s Responsibilities
Improving Performance Through HRIS
• 360 Feedback
• Career Development
• Compensation Management
• Career Progression
• Learning Management
• Performance Management
• Recruiting and Hiring
Employee Engagement Guide for Managers
• The New Psychological Contract
• Commitment-Oriented Career Development
Efforts
• Career-Oriented Appraisals
Managing Employee Retention and
Turnover (1 to 4)
• Turnover
• Managing Voluntary Turnover
Reasons Top-Performing Employees Leave
Turnover (2 of 4)
• Retention Strategies for Reducing Voluntary
Turnover
• A Comprehensive Approach to Retaining
Employees
• Social Media and HR
Turnover (3 of 4)
• Job Withdrawal
• Dealing with Job Withdrawal
Managing Promotions and Transfers
• Establish Clear Guidelines
• Decision 1: 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?
Diversity Counts
The Gender Gap
• Eliminate Institutional Barriers
• Improve Networking and Mentoring
• Break the Glass Ceiling
• Adopt Flexible Career Tracks
Turnover (4 of 4)
• Managing Transfers
• Managing Retirements
– Methods
Managing Dismissals
• Dismissal
• Termination at Will
• Termination-at-Will
Exceptions
Grounds for Dismissal
• Unsatisfactory performance
• Misconduct
• Lack of qualification for the job
• Changed requirements of the job
Insubordination
• Direct disregard of the boss’s authority
• Direct disobedience of, or refusal to obey, the boss’s
orders, particularly in front of others
• Deliberate defiance of clearly stated company policies,
rules, regulations, and procedures
• Public criticism of the boss
• Blatant disregard of reasonable instructions
• Contemptuous display of disrespect
• Disregard for the chain of command
• Attempt to undermine and remove the boss from power
Median Weeks of Severance Pay by Job
Level
SEVERANCE MEDIAN WEEKS MEDIAN WEEKS MEDIAN WEEKS
CALCULATION OF SEVERANCE OF SEVERANCE OF SEVERANCE
METHOD FOR FOR FOR
EXECUTIVES MANAGERS PROFESSIONALS
Fixed 26 6 4
VARIABLE AMOUNT BY EMPLOYMENT TENURE
1 year 4 2 2
3 years 7 5 5
5 years 10 7 7
10 years 20 12 10
15 years 26 16 15
Maximum 39 26 24
Avoiding Wrongful Discharge Suits
• Wrongful Discharge
• Supervisor Liability
– Steps to Take
– Outplacement Counseling
– Exit Interview
– The Exit Process
Questions to Ask Before Making the
Dismissal Final
Termination Interview
Building Your Management Skills
Managing the Termination Interview
Dismissing an employee is one of the most difficult tasks you can face at work. The dismissed employee, even if
warned many times in the past, may still react with disbelief or even violence. Guidelines for the termination
interview itself are as follows:
1. Plan the interview carefully. According to experts at Hay Associates, this includes:
• Make sure the employee keeps the appointment time.
• Never inform an employee over the phone.
• Allow 10 minutes as sufficient time for the interview.
• Use a neutral site, not your own office.
• Have employee agreements, the human resource file, and a release announcement prepared in advance.
• Be available at a time after the interview in case questions or problems arise.
• Have phone numbers ready for medical or security emergencies.
2. Get to the point. As soon as the employee enters your office, give the person a moment to get comfortable and
then inform him or her of your decision.
3. Describe the situation. Briefly, in three or four sentences, explain why the person is being let go. For instance,
“Production in your area is down 4%, and we are continuing to have quality problems. We have talked about
these problems several times in the past three months, and the solutions are not being followed through on. We
have to make a change. Don’t personalize the situation by saying things like “Your production is just not up to
par.” Also, emphasize that the decision is final and irrevocable. Preserving the employee’s dignity is crucial.
4. Listen. Continue the interview until the person appears to be talking freely and reasonably calmly.
5. Review the severance package. Describe severance payments, benefits, access to office support people, and
the way references will be handled. However, under no conditions make any promises or benefits beyond those
already in the support package.
6. Identify the next step. The terminated employee may be disoriented and unsure what to do next. Explain where
the employee should go next, upon leaving the interview.
Layoffs and the Plant Closing Law (1 of 2)
• WARN Act
• The Layoff Process
Layoffs and the Plant Closing Law (2 of 2)
Adjusting to Downsizing and Mergers
• Right people
• Compliance with applicable laws
• Process is just and fair
• Security
• Employees’ uncertainty
Summary
1. Employers and managers should understand
available career management methods
2. Effective managing involves being an effective
coach
3. Managing voluntary turnover requires identifying
its causes and then addressing them
4. The employer’s career planning and
development can foster employee engagement
5. Promotion decisions
6. Dismissals
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