Course : MGMT6012005/HR Management

Effective Period : September 2022

Managing Career and

Retention I & II
Session 11-12
Thank you
 References
Human Resource Management
• Sixteenth Edition, Global Edition
 LEARNING OBJECTIVES
• Explain why career development can improve
employee engagement
• Explain a comprehensive approach to retaining
employees.
• Explain each of the main grounds for dismissal
Career Management
• Career
• Career Management
• Career Development
• Career Planning
Careers Today and the Psychological
Contract
• Careers today
– Reinvent ourselves
– Work-life balance
• The psychological contract
– “an unwritten agreement that exists between
employers and employees”
Employee’s Role in Career Management
• Primary responsibility
• Individual strengths and weaknesses with occupational
opportunities and threats
• Holland personality types
Employer’s Role in Career Management
• Before hiring: realistic job interviews
• Periodic job rotation
• Career oriented appraisals
Employer’s Career Management Methods
• Self-help e-learning tools, career assessment and
feedback, and on-site training
• Career planning workshops
• Career coaches
Diversity Counts (1 of 2)
Figure 10-2 Career Guideline Suggestions for Those with Disabilities

Strategy Key Import of Strategy

Espousing a positive mind-set and demonstrating Overcome worries and tocus on tasks at
extreme persistence hand
Sensitizing people to ability over disability: Trounce stereotypes regarding
• Signaling ability by learning new skills competence
• Signaling ability by helping coworkers through
newly gained skills
• Signaling ability by trying to enhance
performance through feedback seeking
Diversity Counts (2 of 2)
Figure 10-2 [Continued]
Strategy Key Import of Strategy
Engaging in disability advocacy: Sensitize others to performance potential
• Awareness building of all PWD and help all PWD perform
• Influencing organizational policymaking with
regard to accommodation
Building, leveraging, and contributing to relevant Aid general adjustment and career growth
networks: of self and other PWD
• Forming networks comprising P WD
• Seeking mentors who have a disability
• Serving as role models or mentors to other P
WD

Source: Career management strategies of people with disabilities. Human Resource Management,
May - June 2014 (53) 3, pp. 455-456. Reprinted by permission from John Wiley & Sons, I nc. Cleared
via Copyright Clearance Center.
Read and Discuss
• Career Management in Medtronic (page 355)
• What do you think about career management in
Medtronic?
• Do you see any disadvantages with this program?
The Manager as Mentor and Coach
• Do not underestimate the impact that a supervisor can
have on his or her employee’s career development.
Coaching and Mentoring
• Mentoring
– having experienced senior people advising, counseling,
and guiding employees’ longer-term career
development
– formal or informal
• Coaching
– focuses on teaching daily tasks that you can easily
relearn
Employee Engagement Guide for
Managers
• Career management
– Why should they be loyal?
• Commitment-Oriented career development efforts
– Career-oriented appraisals
Managing Employee Turnover and Retention
• Turnover
– Involuntary
– Voluntary
– Requires a talent management strategy
Read and Discuss
• Digital and Social Media (page 358)
• How do you think social media can improve
retention?
A Comprehensive Approach to Retaining
Employees
• Exit interviews
• Attitude surveys
• Open door / hotlines
• Stay interviews
• Realistic previews
Job Withdrawal
• “actions intended to place physical or psychological distance
between employees and their work environment.”
• Incremental
• High cost
– Understand causes
– Withdrawal-reducing strategies
Employee Life-Cycle Career Management
• Promotions
– Advancements to positions of increased responsibility
– Effective promotion strategy
Managing Transfers and Retirements
• Managing transfers
• Move from one job to another
• Managing retirements
– Significant issue
– Retirement program steps
Managing Dismissals
• Grounds for dismissal
– Unsatisfactory Performance
– Misconduct
– Lack of Qualifications for the Job
– Changed Requirements of the Job
– Insubordination
Fairness Safeguards
1. Allow a full explanation
2. Multistep procedure / Appeal process
3. Person who does the dismissal
4. Severance pay
Avoiding Wrongful Discharge Suits
• Wrongful Discharge
– or wrongful termination
– occurs when an employee’s dismissal does not comply with
the law or with the contractual arrangement stated or
implied by the employer
• Wrongful constructive discharge claim
– Forced to quit due to intolerable working conditions
Supervisor Liability & Security Measures
• Supervisor liability
– Personally liable
• Security measures
– Check list
– Inform the IT department
The Termination Interview and the Exit
Process (1 of 2)
1. Plan the interview
2. Get to the point
3. Describe the situation
4. Listen
5. Review the severance package
6. Identify the next step
The Termination Interview and the Exit
Process (2 of 2)
• Outplacement counseling
• Exit interview
• The exit process
• For the employee
Layoffs & The Plant Closing Law
• Layoffs
– When an employer sends employees home due to a
lack of work
– Effects
• The Worker Adjustment and Retraining Notification Act
– WARN Act, or
– the plant closing law
Adjusting to Downsizing and Mergers
• Downsizing: cut costs and raise profitability
– Considerations:
• The right people are released
• Compliance with law
• Just and fair
• Security
• Reducing uncertainty
Discuss
• What is the relationship between turnover and
performance?
• Why would you avoid a wrongful dismissal?
.

THANK YOU