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© 2003 Prentice Hall, Inc.10-1
Instructor presentation questions: [email protected]
Chapter 10
Managing Careers and Fair Treatment
10-2 © 2003 Prentice Hall, Inc.
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
10-3 © 2003 Prentice Hall, Inc.
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
10-6 © 2003 Prentice Hall, Inc.
Chapter 10 Outline (Cont.)
Managing dismissals Grounds for dismissal High-performance insight Avoiding wrongful discharge suits The termination interview
Outplacement counselingExit interviews
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Chapter 10 Outline (Cont.)
Managing dismissals (cont.) Layoffs and the plant closing law
The plant closing lawBumping/layoff proceduresAlternatives 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
Company’sneeds
Employee’slong-terminterests
Humanresourceactivities
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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
Definition
Definition
Career
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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The Employer’s Role
Posting job openings Formal education Career-oriented
performance appraisals Management
counseling
HR counseling Retirement
preparation Succession planning Lateral development
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 1st jobs
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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Promotion Management for Women
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
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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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Career Management & Commitment
Answer:Provide them with an opportunity to self-actualize, develop & reach their potential in order to be more marketable should they be let go
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?
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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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Career-Oriented Appraisals
Foster commitment Indicates promotability and
developmental needs
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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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Managing Fair Treatment
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
Fair treatment scale
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Managing Fair Treatment
Build 2-way communicationsUse speak-up! programsOpinion 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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Emphasize Fairness in Disciplining
Evidence supports wrongdoing Due process rights protected Warn first Relevancy Investigate fairly and adequately Substantial evidence of misconduct
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
Stealing Chroniclateness
Disregard boss’s
authority
Refuse toobey
Defyingcompany policy
Poor work
qualityPubliclycriticize
bossDisrespectful
Mutiny
Name that GroundsName that Grounds
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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
Definition
Definition
Handbook policy return statement
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How to Reduce Wrongful Suits
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
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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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What to Ask Prior to Dismissal
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?
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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
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”
10-45 © 2003 Prentice Hall, Inc.
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
Retirement for many employees is bittersweet Pre-retirement counseling practices:
0% 20% 40% 60% 80% 100%
SSA Discussion
Leisure Time
Financial
Health
Psychological
Second Careers
% firmspractices
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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
