Tài Liệu Lecture Human Resource Acquiring Chapter 4 Employment.pdf

31/07/2021 1 CHAPTER 4 EMPLOYMENT ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 A C o m pr eh en si ve “O n bo ar di ng ” P ro g ra m Sun Microsystems h[.]

There are also opportunities to join online social networks to formrelationships with established employees Forms must still be filled out duringorientation, of course, but the entire process has been integrated with thecompany’s human resource information systems, and hiring managers canguide employees through a checklist of requirements relatively quickly andefficiently This level of attention and guidance is certainly not typical —many companies still engage in minimal, low-cost efforts to facilitatenewcomer engagement — but Sun believes that the returns from the systemare well worth the expenditures.

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Learning Objectives

• Summarize the purpose and process of employee orientation

• Develop effective plans for internal staffing

• Recognize the different reasons employees leave their jobs

• Evaluate the costs and benefits of turnover

• Learn about the variety of techniques companies use to limitturnover

Contents

• 4.1 New Employee Orientation

• 4.2 Internal Staffing Processes

• 4.3 Employee Turnover/ Termination

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4.1 New Employee Orientation

• 4.1.1.Concepts

• 4.1.2 Contents of an orientation program

• 4.1.3 The orientation processes

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3.1.1 Concepts

• Employee orientation (or onboarding) provides new employees with the information they

need to function (such as computer passwords and company rules); ideally, though, it should

also help new employees start getting emotionally attached to the firm.

• The newcomer is likely entering a situation of uncertainties and unknowns How the

organization responds to the situation will have an important impact on how well the

newcomer adapts to the job and remains with the organization.

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Goals of an Orientation Program

• Make the new employee feel welcome and at home and part of the team.

• Make sure the new employee has the basic information to function effectively, such as

e-mail access, personnel policies and benefits, and what the employer expects in terms of work

behavior.

• Help the new employee understand the organization in a broad sense (its past, present,

culture, and strategies and vision of the future).

• Start the person on becoming socialized into the firm’s culture, values, and ways of doing

things

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4.1.2 Contents of an orientation program

• 1 People — meeting and learning about coworkers, key contacts, informal groups and gatherings, and

networks; becoming accepted and respected by these people as “one of the gang”

• 2 Performance proficiency — becoming very familiar with job requirements; mastering tasks; having

an impact on performance results; and acquiring necessary KSAOs for proficiency in all aspects of the

job

• 3 Organization goals and values — learning of the organization’s goals; accepting these goals and

incorporating them into the line of sight for performance proficiency; learning about values and norms

of desirable behavior (e.g., working late and on weekends; making suggestions for improvements)

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Contents of an orientation program

(cont.)

• 4 Politics — learning about how things really work; becoming familiar with key players and

their quirks; taking acceptable shortcuts; schmoozing and networking

• 5 Language — learning special terms, buzzwords, and acronyms; knowing what not to say;

learning the jargon of people in the trade or profession

• 6 History — learning about the origins and growth of the organization; becoming familiar

with customs, rituals, and special events; understanding the origins of the work unit and the

backgrounds of people in it

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Considerations

• These topics of information for an orientation program, delivery of which is accomplished

via written materials, online services, training programs, meetings with various people, and

visual inspection (e.g Employee Handbook)

• Note that these activities are spaced out rather than concentrated in just the first day of work

for the newcomer.

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4.1.3 The Orientation Processes

• The human resource specialist (or, in smaller firms,the office manager) usually performs the first part

ofthe orientation by explaining basic matters like working hours, benefits, and vacations

• The supervisor continues the orientation by explaining the organization of the department and by

introducing the person to his or her new colleagues, familiarizing the new employee with the

workplace, and helping to reduce first-day jitters

• Follow up on and encourage new employees to engage in activities (such as taking breaks with

current employees) that will enable each to learn the ropes and become productive

• It may include videos, lectures by company officers, and exercises covering matters like company

history, vision, and values

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4.2 Internal Staffing Processes

• Open systems serve as a safety valve, retention-wise, in that employees are encouraged to

look internally for new job opportunities, and managers benefit by seeking internal

candidates rather than going outside the organization.

• The organization should also think of ways outside the realm of its traditional internal

staffing systems to provide attractive internal alternatives to its employees:

• Transfer (across levels)

• Promotion (up levels)

• Demotion (down levels)

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Rotational

Externship

Program

Mercer Management Consulting has developed a

consultants These consultants are allowed to take on a full-time operational role for a client for 6–24 months, rather than handle multiple clients The consultant gets

completion and gains valuable operating experience In the spirit of the “if you love something, set it free”

saying, it is hoped that these consultants will return to Mercer at the end of the project.

A Temporary

Internal Transfer

Another example is a temporary internal transfer system used by Interbrand Group, a unit of Omnicom Group.

Certain high-performing employees are offered term transfers to any of its 26 offices worldwide The lateral moves can last from three months to one year.

short-The transfers allow employees to make a change in their lives without quitting their jobs.

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Questions to Ask in Making Internal Staffing Decisions

• Is the performance appraisal process reliable and unbiased?

• Is the present job content representative of future job content?

• Have the KSAOs required for performance in the future job(s) been acquired and

demonstrated in the previous job(s)?

• Is the organizational or job environment stable such that what led to past job success will

lead to future job success?

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Considerations

• If organizations do rely on performance appraisals to make internal staffing decisions, a

challenge is to ensure that performance measures are interpreted similarly by raters This is

especially the case when ratings from multiple sources (e.g., supervisors, peers, and direct

reports) are obtained.

• For internal staffing, the job offer is being made to induce the employee to accept a new job

assignment or to attempt to retain the employee by making a counteroffer to an offer the

employee has received from another organization It will likely require separate job offer

strategies and policies.

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4.3 Employee Turnover

• Turnover is often seen as a detriment to organizational performance, there may be several

functional outcomes, including reduced labor costs and elimination of unqualified

employees.

• Turnover analyses include measuring turnover, determining employees’ reasons for leaving,

and assessing the costs and benefits of turnover.

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Types of Turnover

• Voluntary (initiated by the employee)

• Involuntary (initiated by the organization)

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Voluntary (initiated by the employee)

Causes (Drivers) of Voluntary Turnover

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Turnover Rate Measurement

Use of this formula to calculate turnover rates will require data on, and decisions about, the following:

• (1) the time period of interest (e.g., month, year),

• (2) the type of employee “counts” (e.g., full time only, part time, seasonal),

• (3) a determination of how to calculate the average number of employees over the time period, such as

a straight or weighted average

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Turnover Rate Measurement (cont.)

• An alternative metric, focused on retention, is assessing how long employees remain in their jobs after

hire In this case, an organization looks at the average level of tenure possessed by employees

• This information is often similar to the results from assessing turnover rates:

• with high turnover rates corresponding to low employment duration,

• and low turnover rates corresponding to high employment duration

• However, employment duration frames the information on turnover differently by quantifying the

retention of existing employees

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Benchmarks of Turnover Rate

• One type of benchmark is internal, looking at trends in the organization’s own turnover data over

time Such trend analysis is very useful for identifying where turnover problems are worsening or

improving and for evaluating the effectiveness of retention initiatives

• The other form of benchmarking is external, in which the organization compares its own data with

the current turnover rates and trends of other organizations

• Measuring turnover rates and benchmarks provides preliminary information on the scope of the

turnover situation for an organization To learn more about the specific reasons underlying exit

decisions, however, more in-depth probing of employee motivation is necessary and can be obtained

through exit interviews and post-exit surveys

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Exit Interviews

• Exit interviews are formally planned and conducted discussions with departing employees.

• These are interviews, usually conducted by a human resource professional just prior to the

employee leaving; they elicit information about the job or employer with the aim of giving

employers insights into what is right or wrong about their companies.

• Exit interview questions include: Why did you join the company? Was the job presented

correctly and honestly? Were there any special problem areas?

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Costs and Benefits of Turnover

• Costs, both financial and nonfinancial in nature, and benefits may be estimated for each of

the three types of turnover.

• Temporary coverage (e.g., temporary employee,

overtime pay for current employees)

• Other Costs

• Production and customer service delays or quality

decreases

• Lost or unacquired clients; Employee goes to

competitor or forms competitive business

• Contagion—other employees decide to leave;

Teamwork disruptions

• Benefits

organization citizen than last employee

organization

• Opportunity to restructure work unit

• Savings from not replacing employee

• Vacancy creates transfer or promotion opportunity for others

• Replacement less expensive in salary and based benefits

seniority-28

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• Costs

• Financial Costs

• Same as for voluntary turnover plus possible

contract buyout (salary, benefits, perks)

• Other Costs

• Manager and HR staff time handling problem

employee

• Grievance, alternative dispute resolution

• Possibility of lawsuit, loss of lawsuit,

settlement or remedy

• Damage to labor – management relations

• Replacement and training costs

• Benefits

• Departure of low-value employee

• High-value employee replacement possibility

• Reduced disruption for manager and workunit

• Improved performance management anddisciplinary skills

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Downsizing

• Costs

• Financial Costs

implementing, and handling layoff

• Early retirement package; Voluntary severance

package; Involuntary severance package; Contract

buyouts for fulfillment of guarantees; Higher

unemployment insurance premiums.

• Other Costs

harmonious labor–management relations; Decreased

morale, increased feelings of job insecurity

• Possibility of lawsuit, loss of lawsuit, costly

settlement or remedy

• Benefits

• Lower payroll and benefits costs

• Increased production and staffing flexibility

• Ability to relocate facilities

• Improved promotion and transfer opportunities for stayers

• Focus on core businesses, eliminate peripheral ones

• Spread risk by outsourcing activities to other organizations

• Flatten organization hierarchy—especially among managers

• Increase productivity

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Layoff and Downsizing alternatives

• Suggestions include finding volunteers who are interested in reducing hours or part-time work, and

even networking with local employers concerning temporary or permanent redeployments

• Other employers arrange for all or most employees to concentrate their vacations during slow periods

They don’t have to hire temporary help for vacationing employees during peak periods, and staffing

automatically declines when business declines

• Many employers hire employees with the understanding their work is temporary When layoffs are

required, they are the first to leave

• Some seek volunteers as an alternative to dismissing large numbers of employees For example, many

employers offer early retirement buyout packages to many of their employees

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QUESTIONS?

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thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Báo cáo giải pháp công tác quản lý Mầm non

tài liệu mầm non mẫu giáo

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Báo cáo giải pháp công tác quản lý Mầm non

tài liệu mầm non mẫu giáo

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Báo cáo giải pháp công tác quản lý Mầm non

tài liệu mầm non mẫu giáo

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Báo cáo giải pháp công tác quản lý Mầm non

tài liệu mầm non mẫu giáo

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn

Báo cáo giải pháp công tác quản lý Mầm non

tài liệu mầm non mẫu giáo

Kỹ năng sống cho trẻ mầm non

sáng kiến kinh nghiệm

thư viện kiến thức tổng hợp về mầm non -

mẫu giáo này để chăm sóc và nuôi dạy con của mình ngày một tốt hơn