山东工商学院原文HRMChapter 7pptConvertor.docx
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山东工商学院原文HRMChapter 7pptConvertor.docx
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山东工商学院原文HRMChapter7pptConvertor
Copyright©2015PearsonEducation,Ltd.
ManagingEmployee
Retention,Engagement,
andCareers
10-1
IBMrecentlycelebrated100yearssinceitscreation.Fewcompaniesstayinbusinessthatlong.
MostcreditIBM’slongevitytoitsabilitytoadapttochangingcustomerneeds.
Today,forinstance,technologyischangingsofastthatIBMwillsoonneedaworkforcewithdramatically
differentskillsthanitscurrentemployeeshave.
Inmanycompanies,thatwouldsignalimpendingturnoverandhugeturnovercosts,asnewemployees
replaceold.WhatshouldIBMdotobuildthatnewworkforce,andtoretaintheemployeesitneedsto
moveahead?
We’llseewhattheydid.
1
Copyright©2015PearsonEducation,Ltd.
LearningObjectives
Describeacomprehensiveapproachtoretainingemployees.
Explainwhyemployeeengagementisimportant,andhowtofostersuchengagement.
Discusswhatemployersandsupervisorscandotosupportemployees’careerdevelopmentneeds.
10-2
Afterstudyingthischapter,youwillbeableto:
1.Describeacomprehensiveapproachtoretainingemployees.
2.Explainwhyemployeeengagementisimportant,andhowtofostersuchengagement.
3.Discusswhatemployersandsupervisorscandotosupportemployees’careerdevelopmentneeds.
2
Copyright©2015PearsonEducation,Ltd.
Listandbrieflyexplainthemaindecisionsemployersshouldaddressinreachingpromotionandotheremployeelife-cyclecareerdecisions.
Explaineachofthemaingroundsfordismissal.
LearningObjectives
10-3
Afterstudyingthischapter,youwillbeableto:
4.Listandbrieflyexplainthemaindecisionsemployersshouldaddressinreachingpromotion
andotheremployeelife-cyclecareerdecisions.
5.Explaineachofthemaingroundsfordismissal.
3
Copyright©2015PearsonEducation,Ltd.
Describeacomprehensiveapproachtoretainingemployees.
10-4
Expertsfromatopconsultingcompanysuggestbuildingcomprehensiveretentionprogramsaroundthestepsbelow.
Usingeffectiveselectiontechniques
Offeringprofessionalgrowthopportunities
Providingcareerdirection
Offeringmeaningfulworkand
Encouragingownershipofgoals
Let’sdiscusstheseinabitmoredetail.
4
Copyright©2015PearsonEducation,Ltd.
IMPROVINGPERFORMANCE:
HRasaProfitCenter
10-5
Studiesshowlinkwhenturnoverratesrisefinancialperformanceisatrisk
HRpracticescanlowerturnover
Opportunities
Training
Development
TurnoverandPerformance
Combiningvoluntaryandinvoluntaryturnoverproducessomeastoundingstatistics.Forexample,theturnover
inmanyfoodservicefirmsisaround100%peryear.Inotherwords,manyrestaurantsneedto
replacejustaboutalltheiremployeeseveryyear!
Theresearcherssay,“Organizationsmustrecognizethatwhenturnoverratesrise,theirworkforceandfinancialperformancesareatrisk.”
Howtocutturnover?
Anotherstudyfocusedonturnoverintentionsamonggovernmenttechnologyworkers.It
concludedthathumanresourcemanagerscouldinfluenceturnoverthroughpracticessuchaspromotion
opportunities,traininganddevelopment,payandrewardsatisfaction,andfamily-friendlypolicies.Thebottom
lineisthatHRpracticescanhaveabiginfluenceonemployeeturnover,andtherebyonthecompany’sprofitability.
DiscussionQuestion10-1:
Discussthreestepsyouwouldtaketoreducetheneedtodismissemployees.
5
Copyright©2015PearsonEducation,Ltd.
ManagingEmployeeTurnover
Costsofturnover
Managingvoluntaryturnover
Reducingvoluntaryturnover
10-6
Turnoverisanexpensivecostfororganizations.Understandingmoreaboutthecostsandcausesofturnoverisimportant.
Therearetangibleandintangiblecostsassociatedwithturnover.Reducingturnoverrequiresidentifyingandmanagingthereasonsforbothvoluntaryandinvoluntaryturnover.
Voluntaryturnoveroccursformanyreasons.Topreasonsincludejobdissatisfaction,poorpayorhealth-carebenefits,fewpromotionalopportunities,andinadequatework-lifebalance.
SeeFIGURE10-1ReasonsTop-PerformingEmployeesLeaveanOrganization
6
Copyright©2015PearsonEducation,Ltd.
Identifyissueswithsurveys
Compensation
Selection
Professionalgrowth
Meaningfulwork/ownership
ManagingEmployeeRetention
10-7
ExpertsfromtheconsultingcompanyDevelopmentDimensionsInternational(DDI)andtheemployment
firmRobertHalfInternationalsuggestbuildingcomprehensiveretentionprogramsaroundthefollowingsteps.
Anyretentionstrategybeginswithidentifyingthespecificcausesofturnoverwithinaparticularcompany.
Useexitinterviewsandsurveystoidentifyissues.
Managehighperformersandkeyemployeeswithenhancedpay.
Remember,“retentionstartsupfront,intheselectionandhiringoftherightemployees.”Theprocessbeginswith
athoroughunderstandingofthejobstobefilled.Itincludesasolidjobanalysisandaneffectiveandefficient
hiringprocess.
Professionalgrowthisawell-thought-outtrainingandcareerdevelopmentprogramthatcanprovideastrong
incentiveforstayingwiththecompany.
Providingcareerdirectionmeansdiscussingemployee’scareerpreferencesandprospectsatyourfirm,andhelping
themlayoutpotentialcareerplans.Furthermore,“don’twaituntilperformancereviewstoremindtopemployees
howvaluabletheyaretoyourcompany.”
Animportantpartofretainingemployeesismakingitclearwhatyourexpectationsareregardingtheirperformance
andresponsibilities.Thishelpsemployees“own”theirbehaviorsandresults.Ajobismeaningfuliftheincumbent
understandsitsrelationshiptothecompanygoalsandseeshisorresultsaspartofthebiggerpicture.
7
Copyright©2015PearsonEducation,Ltd.
10-8
Work–lifebalance
Highengagement
Dataanalytics
Counteroffers
Workforceplanning
ManagingEmployeeRetention
RobertHalfandsurveysfoundemployeesarelookingforflexiblework
arrangementsandtelecommuting.
Employeeempowerment,problem-solvinggroups,andself-directedteamshasapositive
effectandreducedturnover.
IttakessiftingthroughdatatoprovideNationwideMutualInsuranceCo.managerswith
monthly“scorecards”ofturnoverdata.
Employerswhoallowcounteroffersneedapolicythatspecifieswhatpeopleandpositions
areeligibleforcounteroffers.
Identifyingandpreparingforskillsgapscanhelpreducetheturnoverthatunexpectedskills
gapscantrigger.
8
Copyright©2015PearsonEducation,Ltd.
10-9
EmployeeSurvey-Video
Askemployeeswhatconcernsthemandwhatmotivatesthem
Analyzetherightdatatouncovertheinsightsandknowwheretofocus
Actonthoseinsights
RobertHalfandsurveysfoundemployeesarelookingforflexiblework
arrangementsandtelecommuting.
Employeeempowerment,problem-solvinggroups,andself-directedteamshasapositive
effectandreducedturnover.
IttakessiftingthroughdatatoprovideNationwideMutualInsuranceCo.managerswith
monthly“scorecards”ofturnoverdata.
Employerswhoallowcounteroffersneedapolicythatspecifieswhatpeopleandpositions
areeligibleforcounteroffers.
Identifyingandpreparingforskillsgapscanhelpreducetheturnoverthatunexpectedskills
gapscantrigger.
9
Copyright©2015PearsonEducation,Ltd.
10-10
TalentManagementandEmployeeRetention
Jobwithdrawal
Dealingwithjobwithdrawal
ManagingEmployeeRetention
Talentmanagementbestpracticesuggestsfocusingaugmentedretentioneffortsonthecompany’smostimportantemployees.
Jobwithdrawalisanyactionwhichplacesphysicalorpsychologicaldistancebetweentheemployeeandtheorganization.
It’sameansofescapeforsomeonewhoisdissatisfiedorfearful.Managingthealmostlimitlessreasonsanemployeecanbecome
dissatisfiedrequiresacompleteandeffectivehumanresourcesystem.
Peopletendtomovetowardsituationsthatmakethemfeelgood,andawayfromthosethatmakethemfeelbad.People
arerepelledbysituationsthatproduceunpleasant,uncomfortableemotions,andareattractedtothosethatproducepleasant,
comfortableones.
Themanagercanthereforethinkofwithdrawal-reducingstrategiesintermsofreducingthejob’snegativeeffects,and/orofraising
itspositiveeffects.
Potentialnegativesincludeboringjobs,poorsupervision,lowpay,bullying,lackofcareerprospects,andpoorworkingconditions.
Potentialpositivesincludejobenrichment,supportivesupervision,equitablepay/family-friendlybenefits,disciplinary/appeals
processes,careerdevelopmentopportunities,safeandhealthyworkingconditions,andhavinghigh-moralecolleagues.Interviews,
surveys,andobservationcanhelpidentifyissuestoaddress.
10
Copyright©2015PearsonEducation,Ltd.
IMPROVINGPERFORMANCE:
HRPracticesAroundtheGlobe
IBMtechnologytrainingprogramisimproving
Employeeretention
Minimizinglayoffs
Resignationsand
Turnovercosts
10-11
IBMDodgesanEmployeeTurnoverProblem
IBMputinplacean“on-demand”staffingstrategy.Thisaimstoensurethatitscurrentemployeesget
thetrainingandcoachingtheyneedtoplayrolesinIBM’sfuture.
Todothis,IBMbudgeted$700millionperyeartoidentifyneededskills,spotgapsforskillsthatarein
shortsupply,andtrainandassessitsexecutives,managers,andrank-and-fileemployees.IBM’son-demand
staffingeffortissupportingIBM’sstrategy,whichdependsonofferingthefast-evolvingtechnologicalservices
itscustomersneed,atonce,ondemand.
11
Copyright©2015PearsonEducation,Ltd.
Explainwhyemployeeengagementisimportant,andhowtofostersuchengagement.
10-12
Engagementreferstobeingpsychologicallyinvolvedin,connectedto,andcommittedtogettingone’sjobdone.
Poo
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