MANAGING

CAREERS &
RETENTION
Lecture 9

Amira Magdy Mirghani

CAREER
MANAGEMENT Career

The occupational positions a person

Career Management
The process for enabling employees to better
understand and develop their career skills and
has had over many years. interests, and to use these skills and interests
more effectively.

Career Development Career Planning

The lifelong series of activities that Acquire information about

contribute to a person’s career exploration, opportunities; identifies career goals
establishment, success, and fulfillment and establish action plans.
Roles in Career
Development
Employees
The employee, the manager and the employer all play role in planning employee’s 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.
Roles in Career
Development
The Manager
The employee, the manager and the employer all play role in planning employee’s career

• Provide timely and objective performance feedback

• Offer developmental assignments and support
• Have career development discussions with the employee. He or she
should act as a coach, appraiser, advisor, and mentor, listening to and
clarifying the employee’s career plans
• Generating career options, and linking the employee to organizational
resources and career options
Roles in Career
DevelopmentThe employee, the manager and the employer all play role in planning employee’s career

The Employer

• Communicate mission, policies and procedures

• Offer variety of career paths
• Provide career-oriented performance feedback
• Provide mentoring opportunities
⚬ Informal mentoring: mid and senior managers voluntary help less
experienced employees
⚬ Formal mentoring: firms can pair employees with potential mentors
• Provide employees with individual development plans.
 Making Promotion Decisions
Promotions traditionally mean advancements to positions of increased responsibility. Promotions
are important. They’re obviously a good way to reward performance

DECISION 1: IS SENIORITY OR DECISION 2: HOW SHOULD

COMPETENCE THE RULE? WE MEASURE COMPETENCE?

DECISION 3: IS THE PROCESS DECISION 4: VERTICAL,

FORMAL OR INFORMAL? HORIZONTAL, OR OTHER?
 Managing Employee Transfer
Transfer
Move from one job to another, usually with no change in salary or grade.

Employees’ reasons for desiring transfers Employers’ reasons for desiring transfers

• Personal enrichment and growth • To empty a position where an employee is no

• More interesting jobs longer needed
• Greater advancement possibilities • To fill a position where an employee is needed
• To find a better fit for an employee within the
firm
Managing Employee Turnover &
Retention
Turnover
the rate at which employees leave the firm

Why Employees leave the company ?

• Pay
• Promotional opportunities
• Work–life balance
• Career development
• Health-care benefits.
• Management behavior
Managing Employee Turnover &
Retention
• The manager should understand that retaining employees is a talent management issue

• The best retention strategies are therefore multifunctional.

• Put another way, turnovers often start with poor selection decisions, compounded by
inadequate training, insensitive appraisals, and inequitable pay.
Managing Employee Turnover &
Retention
• Understanding the problem through conducting an effective exit interview
• Administering surveys
• Raise pay
• Discuss careers
• Provide direction
• Offer flexibility
• Counteroffer
Managing Dismissals
Unsatisfactory performance

Refers to a persistent failure to perform assigned duties or to meet prescribed

standards on the job

Misconduct

Deliberate and willful violation of the employer’s rules and may include stealing, sexual
harassment, and physical violence or threats at work
Managing Dismissals
Lack of qualifications of the job

Employee’s inability to do the assigned work, However, it could be handled by offering

trainings or by assigning the employee to another job.

Changed requirements of the job

Employee’s incapability of doing the job after the nature of the job has changed.
Similarly, dismissal of an employee when the job becomes eliminated.
Managing Dismissals
Insubordination

1. Direct disregard of the boss’s authority

2.Direct disobedience of, or refusal to obey, the boss’s orders, particularly in front of
others
3.Deliberate defiance of clearly stated company policies, rules, regulations, and
procedures
4. Public criticism of the boss
5. Disregard to the chain of command
Termination Interview
The interview in which an employee is informed of the fact that he or she
has been dismissed.

1) Plan the Interview

2) Get to the point

3) Describe the situation

4) Listen

5) Review the severance package

Adjusting to Downsizing
Downsizing means reducing, usually dramatically, the number of people employed
by a firm. The basic idea is to cut costs and raise profitability

1. Making sure the right people are let go; this requires having an effective appraisal system in place.
2. Compliance with all applicable laws.
3. Executing the dismissals in a manner that is just and fair.
4. Insuring security by retrieving keys and ensuring that those leaving don’t take prohibited items with
them.
5. Reducing the remaining employees’ uncertainty and addressing their concerns. This involves a post
downsizing announcement and program, including meetings where senior managers handle questions
from the remaining employees.
John Holland: Occupational
Orientation (RIASEC)
Finding the Right Not included in Exam (Appendix)

Job
• Do your own local research

• Online job boards (LinkedIN)

• Personal contacts

• Employment agencies

• Executive recruiters

• Career counselors

• Employers’ websites
 Online Bio Not included in Exam (Appendix)

(LinkedIN)
• Fill it with details

• Avoid touchy subjects

• Look the part

• Make it search-friendly

• Use abbreviations

• Say it with numbers

• Proofread
Thank
You