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Chapter 10. Managing Careers and Fair Treatment. Chapter 10 Outline. The basics of career management Career development roles Hr.Net career planning & the web The employer’s role in career management Provide career planning workshops and software. Chapter 10 Outline (Cont.).
Chapter 10

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Chapter 10 l.jpgSlide 1

Chapter 10

Managing Careers and Fair Treatment

Chapter 10 outline l.jpgSlide 2

Chapter 10 Outline

  • The basics of career management

    • Career development roles

    • Hr.Net career planning & the web

    • The employer’s role in career management

      • Provide career planning workshops and software

Chapter 10 outline cont l.jpgSlide 3

Chapter 10 Outline (Cont.)

  • Managing promotions & transfers

    • Making promotion decisions

      • Decision 1: Is 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?

    • Handling transfers

Chapter 10 outline cont4 l.jpgSlide 4

Chapter 10 Outline (Cont.)

  • Career management & commitment

    • Career development programs

    • Career-oriented appraisals

    • Career records/job posting systems

Chapter 10 outline cont5 l.jpgSlide 5

Chapter 10 Outline (Cont.)

  • Managing fair treatment

    • Creating a better environment

    • Build two-way communications

      • Speak-up programs

      • Opinion surveys

      • Top-down programs

    • Emphasize fairness in disciplining

      • Research insight

    • Manage employee privacy

Chapter 10 outline cont6 l.jpgSlide 6

Chapter 10 Outline (Cont.)

  • Managing dismissals

    • Grounds for dismissal

    • High-performance insight

    • Avoiding wrongful discharge suits

    • The termination interview

      • Outplacement counseling

      • Exit interviews

Chapter 10 outline cont7 l.jpgSlide 7

Chapter 10 Outline (Cont.)

  • Managing dismissals (cont.)

    • Layoffs and the plant closing law

      • The plant closing law

      • Bumping/layoff procedures

      • Alternatives to layoffs

    • Adjusting to downsizings and mergers

    • Retirement

  • Summary

After studying this chapter you should be able to l.jpgSlide 8

After Studying This Chapter You Should Be Able To:

  • Discuss the basics of career management

  • Outline how to manage promotions & transfers

  • Show how career management influences employee commitment

  • Explain the three main considerations in managing fair treatment

  • More effectively manage dismissals

Chapter 10 strategic overview l.jpgSlide 9

Chapter 10Strategic Overview

  • Needed:

    • New, competitive strategy

    • World-class service

    • Dedicated front-line employees

    • To share information

Career management 101 l.jpgSlide 10

Company’s

needs

Employee’s

long-term

interests

Career Management 101

Careers are no longer viewed as an upward linear progression but reinvented constantly as work environments change

Human

resource

activities

Career planning development l.jpgSlide 11

Career Planning & Development

Definition

  • The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of stages that contribute to his or her career fulfillment

Career

focus chart

Career development roles the individual l.jpgSlide 12

Career Development Roles: The Individual

  • Each person must accept responsibility for his or her own career:

    • Assess their interests, skills & values

    • Take the steps required to achieve a happy and fulfilling career

Career development roles management l.jpgSlide 13

Career Development Roles: Management

  • Management must provide development opportunities, feedback, and career-oriented appraisals

The web career planning l.jpgSlide 14

The Web & Career Planning

  • Numerous career assessment sites like

  • All offer career planning tools which help employees identify their strengths & improve their career progress

The employer s role l.jpgSlide 15

Posting job openings

Formal education

Career-oriented performance appraisals

Management counseling

HR counseling

Retirement preparation

Succession planning

Lateral development

The Employer’s Role

Career management practices include:

The employer s role16 l.jpgSlide 16

The Employer’s Role

Steps to take for potential & new employees

Give realistic job previews

Provide challenging 1stjobs

New employee mentoring

Planning workshop & software

Good management l.jpgSlide 17

Good Management

  • Reality shock

  • Job rotation

  • Mentoring

Career workshops l.jpgSlide 18

Career Workshops

  • A planned learning event

  • Workshop activities include:

    • Self-assessment

    • Environmental assessment

    • An individual segment

Career planning software

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Managing Promotions & Transfers

  • Promotions or advancements to positions of greater responsibility involve four decisions:

    • 1st is seniority or competence the rule?

    • 2nd how should we measure competence?

    • 3rd is the process formal or informal?

    • 4th vertical, horizontal, or other?

Promotion management for women l.jpgSlide 20

EMPLOYERS

Take career interests seriously

Make promotion process fair

Flexible career tracks

EMPLOYEES

Learn, understand the business

Be seen as capable

Find & use a mentor

Train yourself

Know what you want

Promotion Management for Women

Handling transfers l.jpgSlide 21

Handling Transfers

  • A transfer: a lateral move to another job with no change in salary or grade

  • Transferees are looking for:

    • Personal enrichment

    • Interesting jobs

    • Convenience

    • Better hours or location

  • Transfers should result in better productivity

Career management commitment l.jpgSlide 22

Question:

In these times of rapid change & mergers how do you get the employees to keep the company’s best interest at heart if the company doesn’t seem to or is unable to care about what’s good for the employee?

Answer:

Provide them with an opportunity to self-actualize, develop & reach their potential in order to be more marketable should they be let go

Career Management & Commitment

Career development programs l.jpgSlide 23

Career Development Programs

  • Career management programs include:

    • Career planning seminars

    • Provide classes, counseling & tutoring

    • Offer workshops

    • Tuition reimbursement

Career oriented appraisals l.jpgSlide 24

Foster commitment

Indicates promotability and developmental needs

Career-Oriented Appraisals

Career oriented job placement l.jpgSlide 25

Career-oriented Job Placement

  • Five steps routinely used by internal placement centers (IPC):

    • Conduct an internal, external, or combined search

    • Manager completes job description for the position

    • Recruiter posts current job opportunities

    • Interested employees apply for the position

    • Center coordinator assesses each applicant

Fair treatment why treat employees fairly l.jpgSlide 26

Fair Treatment – Why Treat Employees Fairly?

  • Powerful management tool

  • Knowledge-based company

  • Attitudes and behavior

  • Building trust

  • Can achieve goals jointly

Managing fair treatment l.jpgSlide 27

Create a better environment

Employee’s assertiveness influences supervisor’s fairness

Large organizations must work hard to set up fair work procedures

Fair treatment reflects underlying elements like trust and respect

Managing Fair Treatment

Fair treatment scale

Managing fair treatment28 l.jpgSlide 28

Managing Fair Treatment

  • Build 2-way communications

Use speak-up! programs

Opinion surveys

Top-down programs

Fairness in disciplining l.jpgSlide 29

Fairness in Disciplining

  • Discipline: encouraging employees to behave sensibly at work

  • Fairness here means three things

    • Rules & regulations

    • A system of progressive penalties

    • An appeals process

Emphasize fairness in disciplining l.jpgSlide 30

Evidence supports wrongdoing

Due process rights protected

Warn first

Relevancy

Investigate fairly and adequately

Substantial evidence of misconduct

Emphasize Fairness in Disciplining

Here are some guidelines -

Emphasize fairness in disciplining cont l.jpgSlide 31

Emphasize Fairness in Disciplining (Cont.)

  • Evenhanded application

  • Penalty matches offense and history

  • Right to counsel

  • Maintain dignity

  • Burden of proof

  • Get the facts and be cool

Consider discipline without punishment l.jpgSlide 32

Consider Discipline Without Punishment

  • Non-punitive guidelines for recurring event:

    • Oral reminder

    • Issue formal written reminder & include in file

    • Give paid one-day “decision-making leave”

    • If no further incidents occur, purge their file

Manage employee privacy l.jpgSlide 33

Manage Employee Privacy

  • About 75% of U.S. firms now record and review some employee communications

  • Electronic eavesdropping is legal - to a point

You re fired l.jpgSlide 34

You’re Fired!

  • Dismissal is drastic – be careful!

  • Terminate at will

  • Just cause and the EEO

Grounds for dismissal l.jpgSlide 35

Grounds for Dismissal

Companies dismiss employees for 4 reasons: unsatisfactory performance, misconduct, lack of qualifications for the job, & changed requirements

Defying

company policy

Name that Grounds

Disregard

boss’s

authority

Stealing

Chronic

lateness

Poor

work

quality

Publicly

criticize

boss

Refuse to

obey

Mutiny

Disrespectful

Security measures to take after a dismissal l.jpgSlide 36

Security Measures to Take After a Dismissal

  • Use a checklist to ensure all company property is returned

  • Walk employees out of the offices

  • Disable passwords & accounts

  • Have formal rules for return of portable equipment like laptops & handhelds

Avoiding wrongful discharge suits l.jpgSlide 37

Avoiding Wrongful Discharge Suits

Definition

  • Wrongful discharge is an employee dismissal that does not comply with the law or does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises

Handbook policy return statement

How to reduce wrongful suits l.jpgSlide 38

Applicant signs no fixed term employee form

Review employee manual

Don’t outline appraisal process

Always include a hire at will statement

No permanent employment clauses

Don’t list discharge reasons

How to Reduce Wrongful Suits

How to reduce wrongful suits cont l.jpgSlide 39

How to Reduce Wrongful Suits (Cont.)

  • Don’t make promises you can’t keep

  • Have clear infraction rules

  • If a rule is broken get signed witness statements

  • Appraise annually

  • Keep records of all employee actions

  • Make probationary periods clear

What to ask prior to dismissal l.jpgSlide 40

Written agreements?

Contracts?

Defamation claims?

Discrimination?

Worker’s compensation?

Rules communicated?

Chance to explain or correct?

Monies paid?

COBRA explained?

Reference response?

Reviewed file?

“Buy-out” considered?

What to Ask Prior to Dismissal

Termination interview guidelines l.jpgSlide 41

Termination Interview Guidelines

  • Plan interview carefully

  • Get to the point – skip the small talk

  • Describe situation briefly as to why person is being let go

  • Listen as person begin talking freely & calmly about reasons for the termination

  • Review all elements of severance package

  • Identify subsequent steps employee will take

Outplacement l.jpgSlide 42

Outplacement counseling A systematic process by which a terminated person is trained and counseled in the techniques of self-appraisal and securing a new position

Outplacement

Exit interviews l.jpgSlide 43

Exit Interviews

  • Exit interview questions to ask:

    • Why did you join the company?

    • Why did you decide to leave?

    • Was the job presented correctly & honestly?

    • Were your expectations met?

    • What was the workplace environment like?

    • Supervisor’s management style like?

    • Were there any special problem areas?

Layoffs and the plant closings law l.jpgSlide 44

Layoffs and the Plant Closings Law

  • Plant closing law

    • The Worker Adjustment and Retraining Notification Act, requires notifying employees in the event an employer decides to close its facility

  • Employers are responsible for giving notice to employees who will experience a covered “employment loss”

Sample notice letter l.jpgSlide 45

Sample Notice Letter

Please consider this letter to be your official notice, as required by the federal plant closing law, that your current position with the company will end 60 days from today because of a [layoff or closing] that is now projected to take place on [date]. After that day your employment with the company will be terminated, and you will no longer be carried on our payroll records or be covered by any company benefit programs. Any questions concerning the plant closing law or this notice will be answered in the HR office.

Bumping layoff procedures l.jpgSlide 46

Bumping/Layoff Procedures

  • Seniority:

    • Usually ultimately determines who will work

    • Can give way to merit or ability

    • Is usually based on the date employee joined

    • Is usually company-wide: an employee in one job can displace another elsewhere, if the senior person can do the job without further training

Layoff alternatives l.jpgSlide 47

Layoff Alternatives

  • Voluntary reduction in pay

  • Voluntary time off

  • Rings of defense – the deliberate use of temp or contract hires so that they can be laid off rather than permanent hires

Adjusting to downsizings l.jpgSlide 48

Adjusting to Downsizings

  • Guidelines for implementing a reduction of force:

    • Identify objectives and constraints

    • Form a downsizing team

    • Address legal issues

    • Plan post-implementation actions

    • Address security concerns

M a dismissals l.jpgSlide 49

M&A Dismissals

  • When merging or acquiring another firm:

    • Avoid the appearance of power and domination

    • Avoid win–lose behavior

    • Be businesslike & professional in all dealings

    • Have positive a feeling about the acquired company

    • The confidence, productivity, and commitment of those remaining affected by how dismissed are treated

Retirement l.jpgSlide 50

Retirement

  • Retirement for many employees is bittersweet

  • Pre-retirement counselingpractices:

Chapter 10 summary l.jpgSlide 51

Chapter 10 Summary

  • Employers provide important guidelines in the career management process – name some?

  • More firms today engage in career development activities – can you name 3?

  • Managing fair treatment includes giving employees vehicles through which to express opinions and concerns

Chapter 10 summary cont l.jpgSlide 52

Chapter 10 Summary (Cont.)

  • One part of fair treatment is a fair and just discipline process based on three prerequisites – name them?

  • Managing dismissals is an important part of any supervisor’s job


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