MANAGING

CAREERS
AND
RETENTION
 SECTION 1: CAREER
MANAGEMENT AND
EMPLOYEE MANAGEMENT
 CAREER MANAGEMENT

• Career as the jobs and roles a person

has throughout their life.
• Career management helps employees
understand and grow their skills &
interests to use them effectively at
work and in future jobs.
Career development involves activities like
workshops that help a person explore, build,
succeed, and feel satisfied in their career.

Career planning is the intentional process of

recognizing your skills, interests, knowledge, and
motivations; learning about job opportunities; setting
career goals; and making plans to achieve those goals.
People used to see careers as a steady
climb from one job to the next,
usually with one or a few companies.
Today, while some still follow this Careers Today
path, many have to reinvent
themselves multiple times.

Careers have changed in other ways too. With more women in

professional and managerial roles, there are now dual career
pressures aswell. Baby boomers, who are nearing retirement,
often focus on job security and loyalty to one employer. In
contrast, those entering the job market today prioritize balancing
work and family life.
 Employers and employees have
evolving expectations of each
other, which form what's known Psychological
as a psychological contract. This is Contract
an unwritten agreement outlining
what both sides expect.

For example, an employer might expect

dedication and good performance, while an
employee expects fair pay and job security.
 EMPLOYEE’S ROLE IN
CAREER MANAGEMENT
Employees play a crucial role in
managing their careers by setting goals,
seeking growth opportunities, and taking
responsibility for their development. This
means being proactive in learning new
skills, seeking feedback, and networking.
For example, an employee
might take online courses
to gain new qualifications,
ask for regular
performance reviews, and
attend industry conferences
to build connections. By
doing so, they can advance
their careers and achieve
their professional
aspirations.
1. Career Development Training:
Employers provide online or offline
libraries with materials for employees
to use to improve their skills. For
example, a company might offer
access to courses on leadership and
project management.
2. Career Planning Workshops: These
are organized events where employees
actively participate in exercises and
practice sessions to plan their careers.
For instance, a workshop might
include activities like setting career
goals and practicing interview skills.

3. Career Coaches: These coaches assist employees in

creating 1- to 5-year career plans, helping them figure Employer’s
out what skills they need and how to get the necessary
training and networking opportunities. For example, a
Career
coach might work with an employee to identify Management
training programs that will help them advance to a
managerial position.
Methods
SECTION 2: MENTORING &
COACHING; EMPLOYEE
TURNOVER & RETENTION
 MENTORING: A long-term process where an
experienced person (mentor) provides guidance,
advice, and support to a less experienced person
(mentee) to help them grow personally and
professionally.
Mentoring
COACHING: A short-term, focused process &
where a coach helps an individual improve
specific skills, achieve goals, and enhance Coaching
performance through structured feedback and
practice.
 1. Set High 2. Invest the
Standards Time
Mentoring
&
Coaching
3. Actively 4. Requires
Steer Protégés
Trust
5. Professional
6. Consistency
Competence
Mentoring
&
Coaching
7. Ability to 8. Share
communicate Control
 Employee Engagement Guide
for Managers
Commitment-Oriented
Career Career Development
Management: Efforts:

Career management helps Commitment-oriented career

development shows employees
employees understand and
that their employer cares about
grow their skills and interests
their career success, boosting
to use them effectively at engagement and fulfillment.
work and beyond.
 TURNOVER refers to employees leaving their jobs.
Identifying why they leave can be challenging since
dissatisfaction stems from various sources. A survey
found that top-performing employees leave mainly
due to pay, lack of promotion opportunities, poor
work-life balance, limited career development, and
inadequate healthcare benefits. Other reasons include
perceived unfairness, not being heard, and lack of
recognition.

Managing Voluntary Turnover

 1. Exit Interviews
2. Attitude Surveys
3. Open door / Hotlines
4. Stay Interviews

Retaining Employees
 Job Withdrawal:

Employees withdraw from their jobs when

they're unhappy or scared. This can happen in
different ways, like missing work or quitting
voluntarily. But there are also less obvious
ways, like taking too many breaks, chatting
instead of working, or not doing tasks properly.
Sometimes, employees are physically present
but mentally checked out, like daydreaming
instead of focusing on work.
SECTION 3: EMPLOYEE LIFE
CYCLE CAREER
MANAGEMENT
An employee's journey with
a company typically
includes several stages,
starting with the job
interview and initial role,
and possibly leading to
promotion, transfer, and Here, we'll focus on three key
eventually retirement. stages: deciding on
promotions, handling transfers,
and managing retirement.
 Promotion:

Promotions are typically about moving to roles

with more responsibilities, which usually come
with higher pay and greater job satisfaction.
Employees often desire promotions, and
employers use them to reward excellent
performance and fill important positions with
trusted staff. However, the promotion process
isn't always smooth; it can feel unfair or
secretive, reducing its value.
 Key decisions in the promotion
process

1. Seniority vs 2. Measuring
Competence: Competence:
Should promotions be If promotions are based on skills,
based on how long how should the company define and
measure them? It's easier to assess
someone has been with the past performance, but promotions
company, their skills, or a should also consider potential
mix of both? future performance.
 Key decisions in the promotion
process
3. Formal vs.
Informal Process:
Some companies have informal
promotion practices where criteria
aren't clearly defined, leading to
perceptions of unfairness. Others
have formal policies with clear
criteria and job postings, making
the process transparent.
4. Types of
Promotions:
Not all promotions are upward moves.
Some employees prefer staying in their
technical roles rather than moving into
management. Companies can offer
parallel career paths, such as for engineers
who want to continue focusing on
technical work. Alternatively, employees
can move horizontally to different roles to
develop new skills.
 STEPS TO ELIMINATE
THE BARRIERS FOR
WOMEN

Eliminate gender barriers, improve networking

and mentoring for women, break the glass ceiling,
and adopt flexible career tracks to support work-
life balance.

A transfer is when an employee
moves to a different job within
the same company, usually
without a change in salary or
position level. Employers might
transfer someone to balance
their workforce or find a better
role for the employee. Transfers
can help companies stay
productive by offering new
roles to employees whose
current positions are no longer
needed.
Employees might seek transfers for
personal reasons, like wanting
more interesting work, better
hours, or opportunities for
advancement. However, employers
are now using transfers less often
for their convenience.
MANAGING
TRANSFERS

Retirement planning is now
about more than just helping
employees retire; it also
involves retaining the skills
of those approaching
retirement age. This is
important because there are
fewer young workers and
many employees are nearing
retirement, leading to a
potential talent shortage.
To address this, companies are using
strategies like offering part-time roles, hiring
retirees as consultants or temporary workers,
providing flexible work options, encouraging
longer work tenures, offering skill training,
and implementing phased retirement
programs that reduce work hours gradually.
MANAGING
RETIREMEN
T
SECTION 4: MANAGING
DISMISSALS
 Managing
Dismissals:

Sometimes, employees leave their jobs not by

choice. This can happen when they are
dismissed, or their contracts end unexpectedly.
Many dismissals happen because of poor hiring
choices. To prevent this, companies can use
tests, background checks, and clear job
descriptions. These steps can help avoid
unnecessary dismissals.
 Grounds for dismissal:

1. Unsatisfactory performance means

consistently not doing your job well, like being
late a lot or not meeting expectations.
2. Misconduct is when you deliberately break
the rules, like stealing or causing trouble.
3. Lack of qualifications means you can't do
your job even if you try hard, so maybe you can
be moved to a different job.
 Grounds for dismissal:

4. Changed requirements of the job: If the job

changes and you can't do it anymore, or if your job
is gone, you might need to leave. But if you're a
hard worker, they might try to teach you new things
or move you to a different job.

5. Insubordination: a form of misconduct, is

sometimes the grounds for dismissal. The two basic
categories of insubordination are unwillingness to
carry out the manager’s orders, and disrespectful
behavior toward the manager.
 Fairness Safeguards:

1. Allow a Full Explanation: let the employee

explain why they did what they did. Sometimes,
they might have disobeyed an order because
they didn't understand it. Similarly, when people
get full explanations for why they were fired,
they are more likely to see the decision as fair
and less likely to sue.
2. Multistep procedure / Appeal process: have a
formal process that includes warnings and an appeal
process.
 Fairness Safeguards:

3. Person who does the dismissal: the person

delivering the dismissal is important. It's better if
the immediate manager handles it rather than
someone from Human Resources.

4. Severance Pay: employees who feel they've been

treated unfairly with finances are more likely to sue.
Many companies use severance pay to lessen the
impact of being fired.
 SECTION 5:
TERMINATION AT WILL
TERMINATIO
N AT WILL This means an employer
can fire an employee at
any time for any reason,
or no reason, without
warning. For example, an
employee could be let go
simply because the
employer decides they no
longer need their services.
TERMINATIO
N AT WILL This means an employer
can fire an employee at
any time for any reason,
or no reason, without
warning. For example, an
employee could be let go
simply because the
employer decides they no
longer need their services.
 A statutory exception refers to
various exceptions under the
Copyright Act that permit
certain actions by educational
institutions or individuals acting
under educational authority,
which would otherwise infringe
copyright.

Statutory Exceptions
These are based on court
decisions. For instance, if
an employee handbook
states that employees can
only be fired for "just
cause," this can override
the at-will rule.

Common Law
Exceptions
Courts may rule a firing is
wrongful if it goes against
established public policy.
For example, an employer
cannot fire an employee
for refusing to engage in
illegal activities.

Public Policy
Exceptions
 WRONGFUL
DISCHARGE

Wrongful discharge is when

an employee is fired in a way
that violates the law or their
employment contract.

1. Have clear employment policies
and grievance procedures to show
fair treatment of employees.
Offering severance pay can also
help ease the impact of a dismissal.
To avoid wrongful
discharge
lawsuits:
2. Regularly review and
update all employment
policies, procedures, and
documents to reduce
potential legal challenges.
 SECTION 6: SECURITY
MEASURES & SUPERVISOR
LIABILITY; PLANT CLOSING
LAW
It's wise to use a checklist to make
sure dismissed employees return Security
all keys and company property
and often accompany them out of Measures
the building. Employers should
deactivate Internet passwords and
accounts for former employees,
close any security gaps that might
allow them to access the
company's online systems, and set
rules for returning company
laptops and handheld devices.
Managers can be personally
held responsible for their Supervisor
actions, including firing
employees. The Fair Labor Liability
Standards Act says an
employer includes "any
person acting directly or
indirectly in the interest of
an employer concerning any
employee," which can
include individual
supervisors.
 1. PLAN THE
INTERVIEW
CAREFULLY
THE EXIT
PROCESS
AND 6. IDENTIFY
2. GET TO
TERMINATIO THE NEXT
THE POINT STEP
N INTERVIEW
3. DESCRIBE 5. REVIEW THE
THE SEVERANCE
SITUATION 4. LISTEN PACKAGE
 OUTPLACEMENT COUNSELING
When an employee is let go, the employer
might hire an outside firm to help the
employee with career planning and job
search skills.

FOR THE EMPLOYEE

If you get fired or passed over for a job, it's THE EXIT
common to feel shocked, angry, or in denial. PROCESS
Instead, take a moment to think about why it
happened and reflect on what you might have AND
done to contribute to the situation. Try to see TERMINATIO
this delay as a chance to evaluate your options
and prepare to seize new openings. N INTERVIEW
 EXIT INTERVIEW
Before leaving a job, many employers
conduct an exit interview. This is usually
done by a human resources professional to
gather feedback about the job and the
company. The goal is to gain insights that
can help improve the organization. THE EXIT
THE EXIT PROCESS PROCESS
An exit interview is just one part of the AND
exit process. Employers should follow a
checklist to ensure a smooth transition
TERMINATIO
when an employee leaves. N INTERVIEW
 A layoff happens when an employer
sends employees home because there isn't
enough work.

This is usually temporary but can

become permanent. The Worker
Adjustment and Retraining Notification
(WARN) Act requires employers with 100
or more employees to give a 60-day notice
before closing a facility or laying off 500
or more workers.

Layoffs & Plant Closing Law

 DOWNSIZIN
G
1. The right people are released
2. Compliance with Law
3. Just and Fair Downsizing is when a company
4. Security reduces its number of employees to
5. Reducing Uncertainty cut costs.

For example, if a company has 100

ADJUSTING TO workers but decides it can only
DOWNSIZING AND afford to keep 70, it will lay off 30
workers to save money.
MERGERS
THANK YOU