Retention and Separation

EMPLOYEES RETENTION AND SEPERATION

STRATEGIC HUMEN RESOURCES MANAGEMENT

BY:

ALY ABDELMONEIM

KHALED OMAR

ALAA ABDELMONEIM

CONTENTS:

• REASONS

• DEFINITION

EMPLOYEES RETENTION :• DEFINITION• REASONS

• TYPES OF SEPARATION

INTRODUCTIONEMPLOYEES SEPARATION

• HOW AND WHO• PROS AND CONS

• PROS AND CONS

INTRODUCTION:

Employees retention and separation dose not have -till now- the enough recognition

like the remaining HR functions and activities, although it considers to be one of the

most important functions as it affect directly in the performance of the organization.

Which will lead to leverage the competitive advantages of the organizations.

INTRODUCTION:

The human capital considers to be one of the most important assets in any

organization, that could be a competitive advantage for the organization.

to compete, organizations must ensure:

• Good performers are motivated to stay.

• low performers are allowed, encouraged or if necessary, forced to leave

EMPLOYEES SEPARATION:

• The end of an employment relationship in a number of ways that virtually

mean the same thing to a person that the employee no longer works for the

company .

• Separation is a situation when the service agreement of an employee with

his/her organization comes to an end and employee leaves the organization.

DEFINITION :Employees separation have many definitions, but all gives the same meaning and results of separation:


SEPARATION

VOLUNTARY INVOLUNTARY


Voluntary separation, which normally begins after a request is placed in this regard by the employee, can happen due to two reasons:

• Professional reasons Employees may seek separation when they decide to seek better positions, responsibilities and status outside the present organization. • Personal reasons The important personal reasons for voluntary separation are relocation for family reasons like marriage of the employees and health crisis of family members, maternity and child-rearing.

TYPE 1: VOLUNTARY SEPARATION


REASONS:

Most of employees follows the Maslow`s hierarchy of needs, they searches to fulfill these needs in potential organizations.

As long as these need didn't fulfill he will never feel the satisfaction.

This hierarchy considers to be the evaluation criteria for the employee to compare between the organization according to.


Leaving an unsatisfying Job:• Supervisors and co workers attitude • The job or workplace wan not as expected.• The mismatch between job and person.• Too little coaching and feedback.• Too few growth and advancement opportunities.• Feeling devalued and un-recognized.• Stress from overwork and work-life imbalance.• Loss of trust and confidence in senior leaders.

REASONS:


Leaving for something better:• Typically, means employee has found a job that is better

in pay and or job satisfaction.

Following plan:• A life Plan (i.e., start own business)

Leaving without a plan:• Shock Event (i.e., a colleague is promoted to a position

an employee wanted, and results in that employee leaving).

REASONS:


Involuntary Separation:• Involuntary separation is caused by the factors which

remain beyond the purview of the employees. However, these factors may be classified into.

1. Health problems Major health problems that make the employees

invalid or unfit to continue in the profession.

TYPES 2:


2. Behavioral problems An employee's objectionable and unruly behavior

within the organization may also lead to his involuntary separation from the organization.

3. Organizational problems Organizational problems are another important

factor that contributes to the involuntary separation of employees.

TYPES 2:


ORGANIZATIONAL PROBLEMS Retirement:

Retirement is the point where a person stops employment completely.A person may also semi-retire by reducing work hours.

Dismissal:Dismissal is where the employer chooses to require the employee to leave, generally for a reason which is the fault of the employee.

Layoff :Is the temporary suspension or permanent termination of employment of an employee or (more commonly) a group of employees for business reasons, such as when certain positions are no longer necessary or when a business slowdown occurs.


Retrenchment:means “discharge of surplus labor or staff” by the employer on account of long period of layoff, or rationalization or improved machinery or automation of machines or similar other reasons.

Rightsizing:Rightsizing is the process of a corporation reorganizing or restructuring their business by cost-cutting, reduction of workforce, or reorganizing upper-level management. The term rightsizing is often used by companies instead of downsizing because. it sounds less drastic

ORGANIZATIONAL PROBLEMS


What to do?

1. Make the firing decision carefully, but once made, act quickly.

2. Ensure that multiple meetings have been held with the employee

3. Be respectful and discreet

4. Ensure that your severance or notice arrangements meet legal requirements.

5. Ensure that you have a written termination letter and release which

documents the terms and conditions of the termination.

SEPARATION PROCESS:


What to do?

6. Don't get personal.

7. Don't make a decision to terminate for cause without conducting a

proper investigation.

8. Don't hold the termination meeting in a public place.

9. Don't go into a termination meeting unprepared

10. Don’t get defensive or debate the merits of the firing decision with

the employee.

SEPARATION PROCESS:


• Reduced labor costs• Replacements of poor performances• Increase innovation• The opportunity for greater diversity

PROS:

• High cost for compensation.• Loss of information and know how.• May affect the moral of the other employees.• Lose of re-hiring process.

CONS:

EMPLOYEES RETENTION:

• Employee retention, a set of actions designed to keep good employees once they have

been hired.

• It is a strategy begin with the hiring process that can affect the hiring criteria and

strategy.

• Employee retention refers to policies and practices companies use to prevent valuable

employees from leaving their jobs.

• The retention in some cases depend on the functional value of the employee, to which

level is this employee important to the organization.

DEFINITION :


The work force of any organization could be it`s competitive advantage . Which is very hard to imitate or duplicate.• To reduce the cost of turnover (hiring, orienting, learning,…etc.)• To keep the good minds and entrepreneurs for continuous

improvement.• To keep the customers with you (BANKS).• To keep the good reputation of the company. (TURNOVER

LEADS TO MORE TURNOVER)

REASONS:


1. Hiring the right people.

2. Employee empowerment.

3. Employee being the most valuable asset.

4. Believe In Your Employees.

5. Provide them information and knowledge.

6. Feedback on their performance.

7. Recognize and appreciate.

8. Keep their morale high.

9. Create a “Healthy environment”.

HOW:


HOW: HR Practice Example of Effective Tactics

Staffing• Use realistic job previews• Provide growth and promotion opportunities• Select employees who fit with the organization

Training and development • Offer educational programs such as MBA• Provide sabbatical and other learning opportunity

Career planning • Specify clear career paths

Compensation • Maintain competitive pay• Develop fair pay practices• pay for learning new skills

Labor relation • Establish quick and fair grievance procedures• Facilitate conflict resolution among employees

EMPLOYEES RETENTION:WHO:


• Avoids and or reduce hiring cost• Retaining employees reduces training costs.• It builds a team of skilled and experienced employees.• Retaining experienced staff creates a positive impact on customer services.• Retention activity fosters loyalty towards the organization amongst employees.• Encourages friendly environment and fosters bonding amongst employees.• It facilitates smooth workflow of internal processes.• It enhance the quality of work produced.• It increase the quantity of work delivered.• It enhances revenues for the organizations.

PROS:


• It promotes groups amongst old employees which creates an insecure environment for new employees.

• Improper mixing of staff affects productivity and ensures poor quality of work.• Excessive liberty to staff just to maintain work flow affects quantity and quality

both.• Retaining non-delivering staff kills the productivity and creativity of knowledgeable

employees.• Retaining spoon-fed and complaining employees add the cost of the organization.• Affluent employees who don’t require a job rarely add value to the employee

strength.

CONS:

THANK YOU

Business

Retention and Separation