Employee Separation and Retention

Employee Separation and Retention

Existing Source of Corporation Three types of talent people decide the corporate development • Key talent people: decide the development in the near 3-5 years • Talent people of existing source: decide the profit • Unsubstitution talent people: lack of talent people in the manpower market

Looking for existing source of corporation • Software companies? • Advertisement companies? • Building company? • Business trading company?

Characteristics of Key Talent people • They will be excellent in the future, one company need to foster this kind of talent people for the near future

How to use these three types of people • Key talented people Improving their ability, offer opportunities • Talents of existing source Characteristics: selfish, self-centered Tactics: offer more loose and comfortable environment • Unsubstitution talented people Characteristics: few people Tactics: Offer honour certificates

Introduction • To compete effectively, organizations must take steps to ensure that good performers are motivated to stay with the organization, whereas chronically low performers are allowed, encouraged, or if necessary, forced to leave. • The two types of turnover are: • Involuntary • Voluntary turnover

Employee Assistance Programs • These are programs that attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic, or psychologically troubled. • EAPs are usually identified in official documents published by the employer. • There are several issues in controversy regarding EAPs.

Managing Voluntary Turnover - Job Withdrawal • Progression of withdrawal • Three categories Behavior Change Physical Job Withdrawal Psychological Withdrawal • Withdrawal behaviors are related to one another, and they are all at least partially caused by job dissatisfaction.

The reason of turnover • Think about the reasons of turnover?

Job Dissatisfaction-Job Withdrawal Process Causes of job dissatisfaction - Personal disposition - Tasks and roles - Supervisors and coworkers - Pay and benefits Manifestations of job withdrawal - Behavioral change - Physical job withdrawal - Psychological job withdrawal Job Dissatisfaction Job Withdrawal

Physical Withdrawal • There are several ways a dissatisfied worker can physically withdrawal from the organization: • Leave the job • Internal transfer • Absenteeism • Tardiness

Case discussion: I have one friend, he is a boss of an animal pharmaceutical Group Co., Ltd, at the same time, he is a professor in one university. His group company has 11 subsidiaries. One night, he called me and told me what happened in his company recently. The 11 general managers put forward to resign their job at the same day. What they did surprised him, he felt sad, then he didn’t know how to deal with those issues. So he called me and asked for suggestions. Firstly, I recommended him to investigate background of the 11 generals; second, investigate the reason why they prefer to resign their job, what are the factors caused them unsatisfied with their job? Third, let him investigate what they will do after resignation. After two days, he talked to me about the information he had investigated. As for these 11 general managers, all of them are his students, who were excellent students he taught before, he selected them and educated them, after them graduated, he recruited them in his company, at beginning, all of them must work in the sales department, according to their working behavior, he promoted them step by step, finally, they were promoted to the current general manager. On the other hand, he knew most of them would run their own company after leaving his company, because the threshold of entering this industry was not too high, if you had 500,000RMB, that was ok for you to run the new company. • If you were this boss, think about how to deal with this problem.

Sources of job dissatisfaction • ?

Sources of Job Dissatisfaction Personal Dispositions Pay and Benefits Tasks and Roles Supervisors and Coworkers

Sources of Job Dissatisfaction • Personal Dispositions • Negative affectivity • Tasks and Roles • Job enrichment • Job rotation

Sources of Job Dissatisfaction • Tasks and Roles (continued) • Role • Role ambiguity • Role conflict • Role overload • Role-analysis technique

Sources of Job Dissatisfaction • Supervisors and Coworkers • A person may be satisfied with his or her supervisor and coworkers for one of three reasons: • shared values, attitudes, and philosophies, • strong social support, • help in attaining some valued outcome. • Pay and Benefits • For many people, pay is a reflection of self worth, so pay satisfaction takes on critical significance when it comes to retention.

Survey Feedback Interventions • Reasons for routinely surveying employee attitudes include the following: • It allows the company to monitor trends over time. • It provides a means of assessing change impacts in policy. • If a company uses a standardized scale, it can compare itself with others in the same industry. • If a company provides feedback and a corresponding action plan to deal with problems, dissatisfaction can become a plus.

Survey Feedback Interventions • Surveys: • emphasize overall satisfaction. • assess the impact of changes in policy. • allow the company to compare itself with others in the same industry. • allow the company to check for differences between units and benchmark “best practices” that might be generalized across units. • Give employees a constructive outlet for voicing their concerns and frustrations. Voicing is a formal opportunity to complain about one’s work situation.

Discussion question: • Organizational turnover is generally considered a negative outcome, and many organizations spend a great deal of time and money trying to reduce it. Can you think of some situations in which an increase in turnover might be just what an organization needs? Given the difficulty of terminating employees, can you think of any organizational policies that might promote the retention of high performing workers but promote voluntary turnover among low performers?

Employee Separation and Retention