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Managing Careers and Retention Having invested time and resources in selecting, training, and appraising employees, the employer, of course, wants its employees to stay with the rm. The main purpose of this lecture is to explain how to support your employees’ career development needs and improve employee retention. The main topics we’ll address are career management, improving employee engagement through career management, managing employee turnover and retention, employee life-cycle management, and managing dismissals. Career Management An employee’s tenure with a rm tends to follow a life cycle, from employment interview to the rst job, to promotion, transfer, and then perhaps retirement. As the term has been noted, “Employees are our greatest asset,†it is the responsibility of the manager not only to outline and gauge that the job t is correct but also to ensure the building of a wider picture for the employee’s growth and long-term success.
This is the action plan put in place for the mentor/mentee relationships and the development tasks assembled for employees to advance. Retention We know the costs of hiring the most qualied candidate to on board our organization and training them to meet the needs of the rm. Now is the time to realize how we retain them. Remember, an effective proper training process is one of the best tools for retention. What to Do?
Make your employees feel like business partners. Expose them to new responsibilities. Treat them with respect and dignity. Get their feedback. Turnover Industry changes are inevitable, and it affects employees’ career plans (internally—termination, downsizing, loss of market business, relocation of business, bored not challenged, etc.) and (externally—booming economy, other options such as going back to school, spouse relocation, etc.).
Managers manage dismissal in many different ways as there is no one concept that ts all the industry changes. Know the Law The majority of the employment concept (not protected by a union or an employment-specic contract) is the “at-will.†The employer or employee can terminate the employment relationship. Dismissed employees can take their cases to court, and employers now nd that they no longer have a blanket right to re. Employers vs. Employees From the South University Online Library, review the following links.
Dismissed Researcher Wins Court Battle ( sch=suo&turl= direct=true&db=fsr&AN=&site=ehost-live&scope=site) Arbitrator Rules Ofcer Should Be Re-instated ( sch=suo&turl= direct=true&db=apg&AN=cd2bf5bcd8f84d9aa33e38b4b1902ccc&site=ehost-live&scope=site) î…¤ î…¤ Additional Materials From your course textbook, Human Resource Management, review the following chapter: Managing Careers and Retention From the South University Online Library, review the following articles: Managing People in Organizations: Integrating the Study of HRM and Leadership ( sch=suo&turl= direct=true&db=bth&AN=&site=eds-live) Looking Beyond HRM Practices in Enhancing Employee Retention in BPOs: Focus on Employee-Organization Value Fit ( sch=suo&turl= direct=true&db=bth&AN=&site=eds-live) Who Benets from Independent Careers?
Employees, Organizations, or Both? ( sch=suo&turl= direct=true&db=edselp&AN=S&site=eds-live) î…¤ î…¤ î…¤ Training and Developing Employees A lot of work has gone into interviewing and carefully selecting employees for a new start, career, or as human resource management (HRM) call it, “onboardingâ€. Those who you think are wonderful and ideal selections to join your team do not guarantee that they will perform effectively. The key to success is having a proper orientation/onboarding training and development. Employee Orientation A psychological contract in the onset, human resource (HR) managers need to display caring and compassion, along with providing the (honest) information (employee handbook) to springboard the candidates to the culture and philosophy of the organization.
If a company has had issues in the past, such as downsizing, cultural/diversity issues, lack of vision/focus, etc., it should be explained. A good orientation process is the best medicine. Various Orientation Training Options There are several excellent processes for orientation training. Research some of these to gain a better understanding and opinion. The key to the success of training is to select the appropriate training mechanisms related to the job being trained, in order to assess and validate the training analysis and employee’s job performance success.
This leads to succession planning. Know the Law HR managers should understand the legal implications of their training-related decisions. With respect to discrimination, Title VII of the Civil Rights Act of 1964 and related legislation require that the employer avoids discriminatory actions in all aspects of its HRM process, and that applies to selecting which employees to train. In my experience, when an employer fails to train adequately and an employee subsequently does harm to third parties, the court will nd the employer liable. Among other things, the employer should conrm the applicant/employee’s claims of skill and experience, provide adequate training (particularly where employees work with dangerous equipment), and evaluate the training to ensure that it is actually reducing risks.
Links to Resources From the South University Online Library, review the following links. An Evaluation of a Fault-nding Training Course for Renery Process Operators ( sch=suo&turl= direct=true&db=pbh&AN=&site=eds-live) Who Is at Fault When Employees Don't Care, Asks Harrison Monarth ( sch=suo&turl= direct=true&db=bth&AN=&site=eds-live) Employer Liability for Non-employee Discrimination ( sch=suo&turl= direct=true&db=a9h&AN=&site=eds-live) Wisconsin Supreme Court Finds Attorney Is Liable to Third Parties for Tort ( sch=suo&turl= direct=true&db=bwh&AN=LWLJO&site=eds-live) î…¤ î…¤ î…¤ î…¤ Additional Materials From your course textbook, Human Resource Management, review the following chapter: Training and Developing Employees From the South University Online Library, review the following articles: Developing Employees: Why Talented People Don’t Use Their Strengths ( sch=suo&turl= direct=true&db=bth&AN=&site=eds-live) Developing Employee Skills in Challenging Times ( sch=suo&turl= direct=true&db=bth&AN=&site=eds-live) Why Is Organizing Human Resource Development so Problematic? ( sch=suo&turl= direct=true&db=edb&AN=&site=eds-live) î…¤ î…¤ î…¤
Paper for above instructions
Managing Careers and RetentionIntroduction
The labor market has evolved significantly over the years, leading to a need for organizations to focus more on career management and employee retention strategies. Investing time and resources in selecting, training, and appraising employees is crucial, but equally essential is the commitment to keeping them within the organization. This paper discusses career management, employee engagement, turnover management, employee lifecycle management, and dismissal management while emphasizing their impact on retention strategies.
Career Management
Career management is a continuous process where employees are provided guidance and opportunities to progress in their careers, aligning their objectives with organizational goals. An effective management strategy involves the assessment of an employee’s skills and competencies, and the establishment of a clear career path that includes training and development opportunities. According to Greenhaus et al. (2010), employees who perceive their organization as supporting their career goals are more likely to stay and be engaged.
To create robust career development plans, organizations can implement mentoring programs that match less experienced employees with seasoned professionals. Such relationships foster knowledge transfer and create supportive environments where employees can thrive (Kram, 1985). Additionally, organizations should conduct regular individual development plans (IDPs), which are personalized strategic plans that outline the skills, experiences, and competencies needed for career advancement (Noe et al., 2016).
Improving Employee Engagement through Career Management
Engaged employees are crucial to organizational success. Organizations should create an environment that makes employees feel like partners, encouraging them to take ownership of their work and career paths. A sense of belonging can be fostered through open communication, soliciting feedback, showcasing respect, and providing recognition (Saks, 2006).
According to Bakkar et al. (2019), engaged employees are more productive, cost-effective, and less prone to turnover. Therefore, organizations must strategically focus on career management, facilitating growth opportunities and providing employees with challenges that match their abilities.
Managing Employee Turnover and Retention
Turnover is increasingly problematic in many industries. An analysis by the Society for Human Resource Management (2022) emphasizes that replacing an employee can cost anywhere from 30% to 200% of their annual salary. Therefore, a crucial factor that organizations must address is turnover management.
Understanding the causes of turnover is vital. These causes can be categorized as internal (termination, downsizing, lack of growth opportunities) and external (relocation, unemployment, better opportunities) (Bennett et al., 2018). Organizations can implement retention strategies such as competitive compensation, opportunities for career advancement, work-life balance, and constructive feedback processes.
A critical component of turnover management is to regularly assess employee satisfaction through surveys, exit interviews, and feedback sessions. According to Allen et al. (2010), maintaining open lines of communication allows organizations to address potential issues before they escalate into reasons for departure.
Employee Life-Cycle Management
Employee lifecycle management involves the processes associated with hiring, onboarding, training, performance management, and eventual exit from the organization. Each phase of the lifecycle presents unique challenges and opportunities for retaining talent.
1. Recruitment and Onboarding: An effective onboarding process is essential in instilling a sense of belonging and quickly assimilating new employees into the organizational culture. Organizations should provide a comprehensive orientation program to highlight the company’s values, expectations, and culture (Bauer, 2010).
2. Training and Development: Continuous learning opportunities provide employees with the chance to increase their skills and competencies, thus improving job satisfaction and engagement (Noe, 2017). Organizations must ensure that training is relevant, equipping employees with the tools necessary for career growth.
3. Performance Appraisal: Regular performance feedback is instrumental in guiding employees on their career paths. Setting clear expectations and providing periodic feedback can facilitate employee engagement and retention (Locke & Latham, 2002).
4. Preparation for Exit: Organizations must handle dismissals thoughtfully and legally, ensuring that the exit process respects the contributions of the departing employee while also maintaining a positive company culture (Lazarus, 2016).
Managing Dismissals
Navigating employee dismissals can be a delicate process. Employers are often faced with legal implications when terminating employees. Dismissal practices must comply with legal standards such as the “at-will” employment doctrine, which allows for termination by either party at any time (Bennett-Alexander & Hartman, 2014). However, managers need to ensure they have a solid, documented reason for termination to mitigate the risk of legal repercussions.
Establishing clear, consistent dismissal policies based on performance metrics can help in handling terminations fairly and respectfully (De Meuse et al., 2004). Managers should provide avenues for feedback, helping dismissed employees feel valued and reducing the risk of potential grievances.
Conclusion
To retain employees, organizations must actively manage their careers and engagement. Fostering a supportive environment that nurtures growth and development can lead not only to improved retention rates but also to enhanced productivity and job satisfaction. Understanding the employee lifecycle, implementing effective career and retention strategies, and adhering to legal guidelines during dismissals are critical components of a successful retention framework.
References
1. Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining Talent: A Guide to Analyzing and Managing Employee Turnover. Business Horizons, 53(1), 17-24.
2. Bakkar, M., Garg, P., & Yadav, R. (2019). Employee Engagement: A New Approach to Measuring Engagement. International Journal of Organizational Leadership, 8(1), 106-122.
3. Bauer, T. N. (2010). Onboarding New Employees: Maximizing Success. SHRM Foundation's Effective Practice Guidelines Series.
4. Bennett-Alexander, D. D., & Hartman, L. P. (2014). Employment Law for Business. McGraw-Hill.
5. Bennett, C., Stage, M., & Batra, R. (2018). Turnover Intentions and the Impact of Job Quality and Employee Engagement: A Case Study of Bangladeshi Telecom Sector. Journal of Organizational Psychology, 18(1), 59-70.
6. De Meuse, K. P., Dai, G., & Lee, C. (2004). The Impact of Downsizing on Employee Morale: A Longitudinal Study. International Journal of Human Resource Management, 15(3), 241-260.
7. Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2010). Career Management. Sage Publications.
8. Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizations. The University Press of America.
9. Lazarus, S. L. (2016). Managing Dismissals: What You Need to Know. Employee Relations Law Journal, 42(2), 52-63.
10. Locke, E. A., & Latham, G. P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey. American Psychologist, 57(9), 705-717.