10 Employee Retention Engagement and Careers Copyright 2013

10 Employee Retention, Engagement, and Careers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -1

Learning Objectives 1. Describe a comprehensive approach to retaining employees. 2. Explain why employee engagement is important, and how to foster such engagement. 3. Discuss what employers and supervisors can do to support employees’ career development needs. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -2

Learning Objectives 4. List and discuss the four steps in effectively coaching an employee. 5. List the main decisions employers should address in reaching promotion decisions. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -3

Managing Employee Turnover and Retention • Costs of turnover • Managing voluntary turnover • Reducing voluntary turnover Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -4

Describe a comprehensive approach to retaining employees. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -5

A Comprehensive Approach to Retaining Employees 1. 2. 3. 4. Selection Professional growth Provide career direction Meaningful work and ownership of goals Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -6

A Comprehensive Approach to Retaining Employees 5. 6. 7. 8. Recognition and rewards Culture and environment Promote work–life balance Acknowledge achievements Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -7

Job Characteristics Model Oldham and Hackman (1975) A job is made up of 5 dimensions 1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback from the job Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -8

Job Characteristics Model 1. Skill variety – degree job has a variety of tasks and uses employees skills. 2. Task identity – job follows from start to end – completes. 3. Task significance – task has meaning and importance. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -9

Job Characteristics Model 4. Autonomy – job allows freedom/discretion. 5. Feedback from the job – job has built in mechanisms by which individual gets information about work effectiveness. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -10

A Comprehensive Approach to Retaining Employees • Managing involuntary turnover • Talent management and employee retention • Job withdrawal – psychological contract Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -11

Review • • • Selection Professional growth Career direction Meaningful work/ownership Recognition and rewards Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -12

Review • • Culture and environment Work–life balance Involuntary turnover Talent management and employee retention • Job withdrawal Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -13

Why Employee Engagement is Important and Fostering such Engagement Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -14

Employee Engagement • Importance • Fostering • Monitoring Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -15

Employee Engagement • • What is a Career? Careers today Psychological contract The employee’s role Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -16

Review • • • Employee engagement Career terminology Careers today Psychological contract The employee’s role Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -17

Discuss what employers and supervisors can do to support employees’ career development needs. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -18

The Employer’s Role in Career Management • Career Management Systems o Career centers and workshops o Lifelong learning o Career coaches o Online programs o Career-oriented appraisals • Gender Issues • The Manager’s Role Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -19

Review • Career management systems • Gender issues • The manager’s role Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -20

List and discuss the four steps in effectively coaching an employee. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -21

Improving Coaching Skills • Building your coaching skills – 4 steps o Preparation o Planning o Active coaching o Follow-up Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -22

Improving Coaching Skills • Building your mentoring skills o Mentoring caveats o The effective mentor o The protégé’s responsibilities Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -23

Review • Building your coaching skills • Building your mentoring skills Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -24

List the main decisions employers should address in reaching promotion decisions. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -25

Making Promotion Decisions 1. Is seniority or competence the rule? 2. How should we measure competence? 3. Is the process formal or informal? 4. Vertical, horizontal? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -26

Making Promotion Decisions • • • Practical considerations Sources of bias Promotions and the law Managing transfers Managing retirements Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -27

Review • Promotion decisions • Measurement • Formal vs. informal • Vertical or horizontal • • • Practical issues Bias The law Transfers Retirement Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 -28