Jeffrey a mello 4e chapter 13 labor relations

Turnover • Involuntary turnover – Employees asked to leave organization for cause or due to circumstances that cause reduction-in-force • Voluntary turnover – Employees who leave organi

Trang 1

EMPLOYEE SEPARATION AND RETENTION MANAGEMENT

Trang 2

Employee Separation

• Reasons for employee separations

– Pressures on firms to remain competitive & efficient – Decline in employee commitment to employers

• Importance of managing separations

– Transitions of employees out of firm go smoothly – Continuing operations of firm not disrupted

– Important professional relationships not damaged

• Types of separations

– Reductions-in-force, turnover, & retirements

• Reasons for employee separations

– Pressures on firms to remain competitive & efficient – Decline in employee commitment to employers

• Importance of managing separations

– Transitions of employees out of firm go smoothly – Continuing operations of firm not disrupted

– Important professional relationships not damaged

• Types of separations

– Reductions-in-force, turnover, & retirements

Trang 3

Reductions-in-Force (RIFs)

• Causes of reductions

– Restructuring as a result of mergers & acquisitions

– Attempts to make organization more cost competitive

– Adjustments to declining business environment conditions

• Reasons for reductions

– Inefficiency in operations

– Lack of adaptability in marketplace

– Weakened competitive position in industry

• Methods for dealing with reductions

– Continuance pay & outplacement programs

• Causes of reductions

– Restructuring as a result of mergers & acquisitions

– Attempts to make organization more cost competitive

– Adjustments to declining business environment conditions

• Reasons for reductions

– Inefficiency in operations

– Lack of adaptability in marketplace

– Weakened competitive position in industry

• Methods for dealing with reductions

– Continuance pay & outplacement programs

Trang 4

Reductions-in-Force (RIFs)

Worker Adjustment Retraining & Notification Act (WARN) of 1989

– Requires employers with more than 100 employees to provide sixty days written notice of any facility closings or large-scale layoffs of 50 or more employees

– WARN does no apply to governmental agencies

– Exceptions to WARN

• “Faltering company”

• “Unforeseeable circumstance”

• Natural disaster

• “Temporary facility”

Worker Adjustment Retraining & Notification Act (WARN) of 1989

– Requires employers with more than 100 employees to

provide sixty days written notice of any facility closings or large-scale layoffs of 50 or more employees

– WARN does no apply to governmental agencies

– Exceptions to WARN

• “Faltering company”

• “Unforeseeable circumstance”

• Natural disaster

• “Temporary facility”

Trang 7

Turnover

• Involuntary turnover

– Employees asked to leave organization for cause or

due to circumstances that cause reduction-in-force

• Voluntary turnover

– Employees who leave organization on own initiative

• “Beneficial” turnover

– Low performing employees depart &/or new higher

performing employees promoted or hired as

replacements

• Involuntary turnover

– Employees asked to leave organization for cause or

due to circumstances that cause reduction-in-force

• Voluntary turnover

– Employees who leave organization on own initiative

• “Beneficial” turnover

– Low performing employees depart &/or new higher

performing employees promoted or hired as

replacements

Trang 10

Retention of High Performers

• Critical HR issue

– Development of policies & programs to retain

high performers &/or those difficult to replace

• Employers face competition from

– Other organizations

– From employees they are attempting to retain

(to start-ups)

• Critical HR issue

– Development of policies & programs to retain

high performers &/or those difficult to replace

• Employers face competition from

– Other organizations

– From employees they are attempting to retain

(to start-ups)

Trang 11

Retirement

• Age Discrimination Act of 1967

– Prohibits employer from setting mandatory retirement age except in certain occupations (e.g pilots)

• Retirement

– Creates advancement opportunities for younger employees

& reduces payroll costs

– Can cause loss of vital historical knowledge of organization, industry & marketplace

– Part-time & consulting work can ease transition of older

workers into retirement

• Age Discrimination Act of 1967

– Prohibits employer from setting mandatory retirement age

except in certain occupations (e.g pilots)

• Retirement

– Creates advancement opportunities for younger employees

& reduces payroll costs

– Can cause loss of vital historical knowledge of organization,

industry & marketplace

– Part-time & consulting work can ease transition of older

workers into retirement

Trang 12

Alumni Relations

• Increasing numbers of employers are maintaining good relationships

and communicating with former employees

• Such alumni are potential customers and referral sources for both new

business and new employees

• The proliferation of online professional alumni networks has aided

this process

• Increasing numbers of employers are maintaining good relationships

and communicating with former employees

• Such alumni are potential customers and referral sources for both new

business and new employees

• The proliferation of online professional alumni networks has aided

this process

Trang 13

Reading 13.1 – Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies

Trang 14

Reading 13.1 – Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies

Trang 15

Reading 13.1 – Retaining Talent: Replacing

Misconceptions with Evidence-Based

Strategies

HR strategies that can used to better management turnover

Recruitment

• Providing a realistic job preview (RJP) during recruitment improves retention.

• Employees hired through employee referrals tend to have better retention than those hired through

other recruitment sources.

Selection

• Biodata (biographical data) and weighted application blanks (WAB) can be used during the selection process to predict who is most likely to quit.

• Assessing fit with the organization and job during selection improves subsequent retention.

Socialization

• Involve experienced organization insiders as role models, mentors, or trainers.

• Provide new hires with positive feedback as they adapt.

• Structure orientation activities so that groups of new hires experience them together.

• Provide clear information about the stages of the socialization process.

HR strategies that can used to better management turnover

Recruitment

• Providing a realistic job preview (RJP) during recruitment improves retention.

• Employees hired through employee referrals tend to have better retention than those hired through

other recruitment sources.

Selection

• Biodata (biographical data) and weighted application blanks (WAB) can be used during the selection process to predict who is most likely to quit.

• Assessing fit with the organization and job during selection improves subsequent retention.

Socialization

• Involve experienced organization insiders as role models, mentors, or trainers.

• Provide new hires with positive feedback as they adapt.

• Structure orientation activities so that groups of new hires experience them together.

• Provide clear information about the stages of the socialization process.

Trang 16

Strategies

Training and Development

• Offering training and development opportunities generally decreases the desire

to leave; this may be particularly critical in certain jobs that require constant

skills updating.

• Organizations concerned about losing employees by making them more

marketable should consider job-specific training and linking developmental

opportunities to tenure.

Compensations and Rewards

• Lead the market for some types of rewards and some positions in ways that fit with business and HR strategy.

• Tailor rewards to individual needs and preferences.

• Promote justice and fairness in pay and reward decisions.

• Explicitly link rewards to retention.

Training and Development

• Offering training and development opportunities generally decreases the desire

to leave; this may be particularly critical in certain jobs that require constant

skills updating.

• Organizations concerned about losing employees by making them more

marketable should consider job-specific training and linking developmental

opportunities to tenure.

Compensations and Rewards

• Lead the market for some types of rewards and some positions in ways that fit with business and HR strategy.

• Tailor rewards to individual needs and preferences.

• Promote justice and fairness in pay and reward decisions.

• Explicitly link rewards to retention.

Trang 17

Strategies

Supervision

• Train supervisors and managers how to lead, how to develop effective relationships with subordinates, and other retention management skills.

• Evaluate supervisors and managers on retention.

• Identify and remove abusive supervisors.

Engagement

• Design jobs to increase meaningfulness, autonomy, variety, and coworker support.

• Hire internally where strategically and practically feasible.

• Provide orientation that communicates how jobs contribute to the organizational mission and helps new hires establish relationships.

• Offer ongoing skills development.

• Consider competency-based and pay-for-performance systems.

• Provide challenging goals.

• Provide positive feedback and recognition of all types of contributions.

Supervision

• Train supervisors and managers how to lead, how to develop effective relationships with subordinates, and other retention management skills.

• Evaluate supervisors and managers on retention.

• Identify and remove abusive supervisors.

Engagement

• Design jobs to increase meaningfulness, autonomy, variety, and coworker support.

• Hire internally where strategically and practically feasible.

• Provide orientation that communicates how jobs contribute to the organizational mission and helps new hires establish relationships.

• Offer ongoing skills development.

• Consider competency-based and pay-for-performance systems.

• Provide challenging goals.

• Provide positive feedback and recognition of all types of contributions.

Trang 18

Reading 13.2 Knowledge Management Among the Older

Workforce

Organizations need to have a well-planned strategic means of

transferring knowledge from retiring baby boomers to members of younger generations

Assumptions that senior workers were problematic for organizations are not valid, as research shows that senior workers

• have low turnover rates

• are flexible and open to change

• possess up-to-date skills

• are interested in learning new tasks

• have low absentee rates

• have few on-the-job accidents

Organizations need to have a well-planned strategic means of

transferring knowledge from retiring baby boomers to members of younger generations

Assumptions that senior workers were problematic for organizations are not valid, as research shows that senior workers

• have low turnover rates

• are flexible and open to change

• possess up-to-date skills

• are interested in learning new tasks

• have low absentee rates

• have few on-the-job accidents

Trang 19

Workforce

Senior workers also contribute responsibility and maturity, commitment

to their work, experience and loyalty

Senior workers should 1) be encouraged to remain in the workforce as their positive contributions continue and 2) work more closely with younger workers to facilitate knowledge transfer

Senior workers also contribute responsibility and maturity, commitment

to their work, experience and loyalty

Senior workers should 1) be encouraged to remain in the workforce as their positive contributions continue and 2) work more closely with younger workers to facilitate knowledge transfer

Trang 20

Workforce

Five critical success factors relate to knowledge transfer

1 Coaching leadership style

2 Structure, roles, and responsibilities

3 Emphasis on learning and education

4 Attention to motivation, trust, reward and recognition

5 Establishing the right culture

Five critical success factors relate to knowledge transfer

1 Coaching leadership style

2 Structure, roles, and responsibilities

3 Emphasis on learning and education

4 Attention to motivation, trust, reward and recognition

5 Establishing the right culture

Định dạng
Số trang	20
Dung lượng	9,76 MB