1. Employee Retention, Engagement, and Careers10
Employee Retention, Engagement, and Careers

2. Human Resources Management 12e Gary Dessler
LEARNING OUTCOMES
Describe a comprehensive approach to retaining employees.
Explain why employee engagement is important, and how to foster such engagement.
Discuss what employers and supervisors can do to support employees’ career development needs.
List and discuss the four steps in effectively coaching an employee.
List the main decisions employers should address in reaching promotion decisions.
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3. Managing Employee Turnover and Retention
Turnover: The rate at which employees leave the firm
Costs of turnover
Managing voluntary turnover
Reducing voluntary turnover

4. A Comprehensive Approach to Retaining Employees
Using effective selection techniques
Offering professional growth opportunities
Providing career direction
Offering meaningful work and encouraging ownership of goals
Recognition and rewards
Culture and environment
Promote work–life balance
Acknowledge achievements

5. A Comprehensive Approach to Retaining Employees
Managing involuntary turnover
Talent management and employee retention
Job withdrawal

6. Employee Engagement
Importance
Fostering
Monitoring

7. The Basics Of Career Management
Human Resources Management 12e Gary Dessler
The Basics Of Career Management
Career Management
Career Development
Career Planning
Career Terminology
Career;
“Occupational positions a person has had over many years.”
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8. The Basics Of Career Management
Career management: A process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests most effectively within the company and after they leave the firm.
Career development is lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.
Career planning is the deliberate process through which someone becomes aware of his or her personal skills, interests, knowledge, motivations, and other characteristic.

9. Careers Today and Employee Commitment
Human Resources Management 12e Gary Dessler
Careers Today and Employee Commitment
Old Contract (Employer-focused)
“Do your best and be loyal to us, and we’ll take care of your career.”
New Contract (Employee-focused)
“I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day
I must move on, and for having the work-life balance that I desire.”
Psychological Contract: What the employer and employee expect of each other is part of what psychologists call a psychological contract. The psychological contract identifies each party's mutual expectations.
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10. Human Resources Management 12e Gary Dessler
TABLE 10–2 Roles in Career Development
Individual
Accept responsibility for your own career.
Assess your interests, skills, and values.
Seek out career information and resources.
Establish goals and career plans.
Utilize development opportunities.
Talk with your manager about your career.
Follow through on realistic career plans.
Manager
Schedule regular performance appraisal,
Make expectations clear,
Focus on the extent to which the employee’s current skills and performance match career aspirations.
Employer
Career centers and workshops
Lifelong learning
Provide career coaches
Offer online programs
Career-oriented appraisals
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11. Human Resources Management 12e Gary Dessler
FIGURE 10–3 Employee Career Development Plan
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12. Coaching and Mentoring
Human Resources Management 12e Gary Dessler
Coaching and Mentoring
Coaching
Involves educating, instructing, and training subordinates
Focuses on teaching shorter-term job-related skills
Mentoring
Is actively advising, counseling, and guiding
Is helping employees navigate longer-term career hazards
Coaching and mentoring require both analytical and interpersonal skills.
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13. Improving Coaching Skills
Human Resources Management 12e Gary Dessler
Improving Coaching Skills
The Four-Step Coaching Process 1 3 2
Preparing to coach 4
Developing a mutually agreed change plan
Engaging in active coaching
Evaluating for feedback and follow-up
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14. Improving Mentoring Skills
Mentoring caveats
The effective mentor
The protégé’s responsibilities

15. Characteristics of Effective Mentors
Human Resources Management 12e Gary Dessler
Characteristics of Effective Mentors
Set high standards
Are willing to invest time and effort
Actively steer protégés into important work
Are trustworthy
Are professionally competent
Are consistent
Have the ability to communicate
Are willing to share control
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16. The Protégé’s Responsibilities
Human Resources Management 12e Gary Dessler
The Protégé’s Responsibilities
Choose an appropriate potential mentor.
Don’t be surprised if you’re turned down.
Make it easier for a potential mentor to agree to your request.
Respect the mentor’s time.
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17. Making Promotion Decisions
Human Resources Management 12e Gary Dessler
Making Promotion Decisions
Decision 1: Is Seniority or Competence the Rule?
Decision 4: Vertical, Horizontal, or Other?
Decision 2: How Should We Measure Competence?
Decision 3: Is the Process Formal or Informal?
Making Promotion and Transfer Decisions
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18. Practical Considerations for Promotion
Establish eligibility requirements
Review the job description
Review candidates’ performance and history,
Hire only those who meet the requirements.

19. Human Resources Management 12e Gary Dessler
Managing Transfers
Employees’ reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities
Employers’ reasons for transferring employees
To vacate a position where an employee is no longer needed
To fill a position where an employee is needed
To find a better fit for an employee within the firm
To boost productivity by consolidating positions
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20. Attracting and Retaining Older Workers
Human Resources Management 12e Gary Dessler
Attracting and Retaining Older Workers
Create a culture that honors experience
Modify selection procedures
Offer flexible or part-time work
Implement phased retirement programs
HR Policies for Older Workers
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21. Managing Dismissals Grounds for Dismissal
Avoiding Wrongful Discharge Suits
Supervisor Liability
The Exit Process and Termination Interview
Layoffs and the Plant Closing Law
Adjusting to Downsizings and Mergers

22. Grounds for Dismissal Unsatisfactory performance Misconduct
Lack of qualifications for the job
Changed requirements of the job

23. Avoiding Wrongful Discharge Suits
Have employment policies including grievance procedures that help show you treat employees fairly.
Review and refine all employment-related policies, procedures, and documents to limit challenges.
Procedural steps

24. The Exit Process and Termination Interview
Dismissing an employee is one of the most difficult tasks you can face at work.
Plan the interview carefully
Get to the point
Describe the situation
Listen
Review the severance package
Identify the next step

25. Human Resources Management 12e Gary Dessler
K E Y T E R M S
coaching
mentoring
career
career management
career development
career planning
reality shock
promotions
transfers
talent management
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
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