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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.).

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Chapter 10 l.jpg

Chapter 10

Managing Careers and Fair Treatment

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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

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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

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Chapter 10 Outline (Cont.)

  • Career management & commitment

    • Career development programs

    • Career-oriented appraisals

    • Career records/job posting systems

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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

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Chapter 10 Outline (Cont.)

  • Managing dismissals

    • Grounds for dismissal

    • High-performance insight

    • Avoiding wrongful discharge suits

    • The termination interview

      • Outplacement counseling

      • Exit interviews

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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

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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

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Chapter 10Strategic Overview

  • Needed:

    • New, competitive strategy

    • World-class service

    • Dedicated front-line employees

    • To share information

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Career Management 101

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




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Career Planning & Development


  • 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


focus chart

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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

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Career Development Roles: Management

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

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The Web & Career Planning

  • Numerous career assessment sites like

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

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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:

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The Employer’s Role

Steps to take for potential & new employees

Give realistic job previews

Provide challenging 1stjobs

New employee mentoring

Planning workshop & software

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Good Management

  • Reality shock

  • Job rotation

  • Mentoring

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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?

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Take career interests seriously

Make promotion process fair

Flexible career tracks


Learn, understand the business

Be seen as capable

Find & use a mentor

Train yourself

Know what you want

Promotion Management for Women

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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

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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?


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

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Career Development Programs

  • Career management programs include:

    • Career planning seminars

    • Provide classes, counseling & tutoring

    • Offer workshops

    • Tuition reimbursement

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Foster commitment

Indicates promotability and developmental needs

Career-Oriented Appraisals

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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

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Fair Treatment – Why Treat Employees Fairly?

  • Powerful management tool

  • Knowledge-based company

  • Attitudes and behavior

  • Building trust

  • Can achieve goals jointly

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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

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Managing Fair Treatment

  • Build 2-way communications

Use speak-up! programs

Opinion surveys

Top-down programs

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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

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Evidence supports wrongdoing

Due process rights protected

Warn first


Investigate fairly and adequately

Substantial evidence of misconduct

Emphasize Fairness in Disciplining

Here are some guidelines -

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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

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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

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Manage Employee Privacy

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

  • Electronic eavesdropping is legal - to a point

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You’re Fired!

  • Dismissal is drastic – be careful!

  • Terminate at will

  • Just cause and the EEO

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Grounds for Dismissal

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


company policy

Name that Grounds













Refuse to




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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

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Avoiding Wrongful Discharge Suits


  • 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

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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

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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

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Written agreements?


Defamation claims?


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

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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

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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


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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?

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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”

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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.

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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

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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

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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

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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

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  • Retirement for many employees is bittersweet

  • Pre-retirement counselingpractices:

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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

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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