Transcript Chapter 10

© 2003 Prentice Hall, Inc.
10-1
Chapter 10
Managing Careers and Fair Treatment
Instructor presentation questions: [email protected]
© 2003 Prentice Hall, Inc.
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Chapter 10 Outline
 The basics of career management

Career development roles
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Hr.Net career planning & the web
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The employer’s role in career management
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Provide career planning workshops and software
© 2003 Prentice Hall, Inc.
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Chapter 10 Outline (Cont.)
 Managing promotions & transfers
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Making promotion decisions
Decision 1: Is seniority or competence the rule?
 Decision 2: How should we measure competence?
 Decision 3: Is the process formal or informal?
 Decision 4: Vertical, horizontal, or other?
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Handling transfers
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© 2003 Prentice Hall, Inc.
Chapter 10 Outline (Cont.)
 Career management & commitment
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Career development programs
Career-oriented appraisals
Career records/job posting systems
© 2003 Prentice Hall, Inc.
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Chapter 10 Outline (Cont.)
 Managing fair treatment
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Creating a better environment
Build two-way communications
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Emphasize fairness in disciplining
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Speak-up programs
Opinion surveys
Top-down programs
Research insight
Manage employee privacy
© 2003 Prentice Hall, Inc.
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Chapter 10 Outline (Cont.)
 Managing dismissals
 Grounds for dismissal
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High-performance insight
Avoiding wrongful discharge suits
 The termination interview
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 Outplacement
 Exit
interviews
counseling
© 2003 Prentice Hall, Inc.
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Chapter 10 Outline (Cont.)
 Managing dismissals (cont.)
 Layoffs and the plant closing law
The plant closing law
 Bumping/layoff procedures
 Alternatives to layoffs
Adjusting to downsizings and mergers
Retirement
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 Summary
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© 2003 Prentice Hall, Inc.
After Studying This Chapter
You Should Be Able To:
 Discuss the basics of career management
 Outline how to manage promotions & transfers
 Show how career management influences
employee commitment
 Explain the three main considerations in
managing fair treatment
 More effectively manage dismissals
© 2003 Prentice Hall, Inc.
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Chapter 10
Strategic Overview
 Needed:
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New, competitive strategy
World-class service
Dedicated front-line employees
To share information
© 2003 Prentice Hall, Inc.
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Career Management 101
Careers are no longer viewed as an
upward linear progression but reinvented
constantly as work environments change
Employee’s
long-term
interests
Company’s
needs
Human
resource
activities
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© 2003 Prentice Hall, Inc.
Career Planning &
Development
 The deliberate process through which a
person becomes aware of personal
career-related attributes and the lifelong
series of stages that contribute to his or
her career fulfillment
Career
focus chart
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© 2003 Prentice Hall, Inc.
Career Development
Roles: The Individual
 Each person must accept responsibility
for his or her own career:
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Assess their interests, skills & values
Take the steps required to achieve a happy
and fulfilling career
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© 2003 Prentice Hall, Inc.
Career Development
Roles: Management
 Management must provide development
opportunities, feedback, and careeroriented appraisals
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The Web & Career Planning
 Numerous career assessment sites like
 All offer career planning tools which help
employees identify their strengths & improve
their career progress
© 2003 Prentice Hall, Inc.
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The Employer’s Role
Career management practices include:
 Posting job openings
 Formal education
 Career-oriented
performance appraisals
 Management
counseling
 HR counseling
 Retirement
preparation
 Succession planning
 Lateral development
© 2003 Prentice Hall, Inc.
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The Employer’s Role
Steps to take for potential & new employees
Give realistic job previews
Provide challenging 1st jobs
New employee mentoring
Planning workshop & software
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© 2003 Prentice Hall, Inc.
Good Management
 Reality shock
 Job rotation
 Mentoring
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Career Workshops
 A planned learning event
 Workshop activities include:
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Self-assessment
Environmental assessment
An individual segment
Career planning
software
© 2003 Prentice Hall, Inc.
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Managing Promotions &
Transfers
 Promotions or advancements to
positions of greater responsibility involve
four decisions:
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1st is seniority or competence the rule?
2nd how should we measure competence?
3rd is the process formal or informal?
4th vertical, horizontal, or other?
© 2003 Prentice Hall, Inc.
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Promotion Management
for Women
 EMPLOYERS
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Take career interests
seriously
Make promotion process
fair
Flexible career tracks
 EMPLOYEES
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Learn, understand
the business
Be seen as capable
Find & use a mentor
Train yourself
Know what you want
© 2003 Prentice Hall, Inc.
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Handling Transfers
 A transfer: a lateral move to another job with no
change in salary or grade
 Transferees are looking for:
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Personal enrichment
Interesting jobs
Convenience
Better hours or location
 Transfers should result in better productivity
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© 2003 Prentice Hall, Inc.
Career Management &
Commitment
Question:
In these times of rapid change & mergers how do
you get the employees to keep the company’s best
interest at heart if the company doesn’t seem to or is
unable to care about what’s good for the employee?
Answer:
Provide them with an opportunity to self-actualize,
develop & reach their potential in order to be
more marketable should they be let go
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© 2003 Prentice Hall, Inc.
Career Development
Programs
 Career management programs include:
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Career planning seminars
Provide classes, counseling & tutoring
Offer workshops
Tuition reimbursement
© 2003 Prentice Hall, Inc.
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Career-Oriented
Appraisals
 Foster commitment
 Indicates promotability and
developmental needs
© 2003 Prentice Hall, Inc.
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Career-oriented Job
Placement
 Five steps routinely used by internal
placement centers (IPC):
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Conduct an internal, external, or combined
search
Manager completes job description for the
position
Recruiter posts current job opportunities
Interested employees apply for the position
Center coordinator assesses each applicant
© 2003 Prentice Hall, Inc.
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Fair Treatment – Why Treat
Employees Fairly?
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Powerful management tool
Knowledge-based company
Attitudes and behavior
Building trust
Can achieve goals jointly
© 2003 Prentice Hall, Inc.
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Managing Fair
Treatment
 Create a better environment
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Employee’s assertiveness influences
supervisor’s fairness
Large organizations must work hard to set up
fair work procedures
Fair treatment scale
Fair treatment reflects
underlying elements like
trust and respect
© 2003 Prentice Hall, Inc.
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Managing Fair
Treatment
 Build 2-way communications
Use speak-up! programs
Opinion surveys
Top-down programs
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© 2003 Prentice Hall, Inc.
Fairness in Disciplining
 Discipline: encouraging employees to
behave sensibly at work
 Fairness here means three things
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Rules & regulations
A system of progressive penalties
An appeals process
© 2003 Prentice Hall, Inc.
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Emphasize Fairness in
Disciplining
Here are some guidelines 
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Evidence supports wrongdoing
Due process rights protected
Warn first
Relevancy
Investigate fairly and adequately
Substantial evidence of misconduct
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© 2003 Prentice Hall, Inc.
Emphasize Fairness in
Disciplining (Cont.)
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Evenhanded application
Penalty matches offense and history
Right to counsel
Maintain dignity
Burden of proof
Get the facts and be cool
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© 2003 Prentice Hall, Inc.
Consider Discipline
Without Punishment
 Non-punitive guidelines for recurring event:
 Oral reminder
 Issue formal written reminder & include
in file
 Give paid one-day “decision-making
leave”
 If no further incidents occur, purge their
file
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© 2003 Prentice Hall, Inc.
Manage Employee
Privacy
 About 75% of U.S. firms now record
and review some employee
communications
 Electronic eavesdropping is legal - to
a point
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© 2003 Prentice Hall, Inc.
You’re Fired!
 Dismissal is drastic – be careful!
 Terminate at will
 Just cause and the EEO
© 2003 Prentice Hall, Inc.
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Grounds for Dismissal
Companies dismiss employees for 4 reasons:
unsatisfactory performance, misconduct, lack of
qualifications for the job, & changed requirements
Disregard
Name that Grounds
Defying
Stealing
Refuse to
obey
boss’s
authority
Chronic
lateness
Mutiny
Disrespectful
company policy
Poor
work
quality
Publicly
criticize
boss
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© 2003 Prentice Hall, Inc.
Security Measures to
Take After a Dismissal
 Use a checklist to ensure all company
property is returned
 Walk employees out of the offices
 Disable passwords & accounts
 Have formal rules for return of portable
equipment like laptops & handhelds
© 2003 Prentice Hall, Inc.
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Avoiding Wrongful Discharge
Suits
 Wrongful discharge is an employee
dismissal that does not comply with the
law or does not comply with the
contractual arrangement stated or
implied by the firm via its employment
application forms, employee manuals, or
other promises
Handbook policy
return statement
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© 2003 Prentice Hall, Inc.
How to Reduce Wrongful
Suits
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Applicant signs no fixed term employee form
Review employee manual
Don’t outline appraisal process
Always include a hire at will statement
No permanent employment clauses
Don’t list discharge reasons
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© 2003 Prentice Hall, Inc.
How to Reduce Wrongful
Suits (Cont.)
 Don’t make promises you can’t keep
 Have clear infraction rules
 If a rule is broken get signed witness
statements
 Appraise annually
 Keep records of all employee actions
 Make probationary periods clear
© 2003 Prentice Hall, Inc.
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What to Ask Prior to
Dismissal
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Written agreements?
Contracts?
Defamation claims?
Discrimination?
Worker’s
compensation?
 Rules
communicated?
 Chance to explain or
correct?
 Monies paid?
 COBRA explained?
 Reference response?
 Reviewed file?
 “Buy-out” considered?
© 2003 Prentice Hall, Inc.
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Termination
Interview
Guidelines
 Plan interview carefully
 Get to the point – skip the small talk
 Describe situation briefly as to why person is
being let go
 Listen as person begin talking freely & calmly
about reasons for the termination
 Review all elements of severance package
 Identify subsequent steps employee will take
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© 2003 Prentice Hall, Inc.
Outplacement
 Outplacement counseling A systematic
process by which a terminated person is
trained and counseled in the techniques
of self-appraisal and securing a new
position
© 2003 Prentice Hall, Inc.
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Exit Interviews
 Exit interview questions to ask:
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Why did you join the company?
Why did you decide to leave?
Was the job presented correctly & honestly?
Were your expectations met?
What was the workplace environment like?
Supervisor’s management style like?
Were there any special problem areas?
© 2003 Prentice Hall, Inc.
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Layoffs and the Plant
Closings Law
 Plant closing law
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The Worker Adjustment and Retraining
Notification Act, requires notifying
employees in the event an employer
decides to close its facility
 Employers are responsible for giving
notice to employees who will experience
a covered “employment loss”
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© 2003 Prentice Hall, Inc.
Sample Notice Letter
Please consider this letter to be your official
notice, as required by the federal plant closing
law, that your current position with the
company will end 60 days from today because
of a [layoff or closing] that is now projected to
take place on [date]. After that day your
employment with the company will be
terminated, and you will no longer be carried
on our payroll records or be covered by any
company benefit programs. Any questions
concerning the plant closing law or this notice
will be answered in the HR office.
© 2003 Prentice Hall, Inc.
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Bumping/Layoff
Procedures
 Seniority:
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Usually ultimately determines who will work
Can give way to merit or ability
Is usually based on the date employee joined
Is usually company-wide: an employee in one
job can displace another elsewhere, if the
senior person can do the job without further
training
© 2003 Prentice Hall, Inc.
10-47
Layoff
Alternatives
 Voluntary reduction in pay
 Voluntary time off
 Rings of defense – the deliberate use of
temp or contract hires so that they can be
laid off rather than permanent hires
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© 2003 Prentice Hall, Inc.
Adjusting to Downsizings
 Guidelines for implementing a reduction
of force:
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Identify objectives and constraints
Form a downsizing team
Address legal issues
Plan post-implementation actions
Address security concerns
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© 2003 Prentice Hall, Inc.
M&A Dismissals
 When merging or acquiring another firm:
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Avoid the appearance of power and domination
Avoid win–lose behavior
Be businesslike & professional in all dealings
Have positive a feeling about the acquired company
The confidence, productivity, and commitment of
those remaining affected by how dismissed are
treated
© 2003 Prentice Hall, Inc.
10-50
Retirement
 Retirement for many employees is bittersweet
 Pre-retirement counseling practices:
Se cond Care e rs
Psychological
He alth
% firms
practices
Financial
Le isure Time
SSA Discussion
0%
20%
40%
60%
80% 100%
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© 2003 Prentice Hall, Inc.
Chapter 10 Summary
 Employers provide important guidelines in the
career management process – name some?
 More firms today engage in career
development activities – can you name 3?
 Managing fair treatment includes giving
employees vehicles through which to express
opinions and concerns
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© 2003 Prentice Hall, Inc.
Chapter 10 Summary (Cont.)
 One part of fair treatment is a fair and
just discipline process based on three
prerequisites – name them?
 Managing dismissals is an important part
of any supervisor’s job