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Chapter 7

The document discusses how career development and management can improve employee retention and job satisfaction. It outlines the roles and responsibilities of both employees and managers in career planning, development, and management. This includes activities like training, coaching, mentoring, succession planning, and addressing barriers to ensure employees have fulfilling careers and opportunities for growth within an organization. When done effectively, career development can boost employee commitment and reduce turnover.

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Surbhi Rawat
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52 views10 pages

Chapter 7

The document discusses how career development and management can improve employee retention and job satisfaction. It outlines the roles and responsibilities of both employees and managers in career planning, development, and management. This includes activities like training, coaching, mentoring, succession planning, and addressing barriers to ensure employees have fulfilling careers and opportunities for growth within an organization. When done effectively, career development can boost employee commitment and reduce turnover.

Uploaded by

Surbhi Rawat
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MANAGING CAREERS AND RETENTION

WHAT CAN EMPLOYES AND SUPERVISORS DO TO SUPPORT EMPLOYEES


CAREER DEVELOPMENT NEEDS.

UMA RAO G
CAREER MANAGEMENT

• CAREER – OCCUPATIONAL POSITIONS A PERSON HOLDS OVER THE YEARS.


• CAREER MANAGEMENT – THE PROCESS FOR ENABLING EMPLOYEES TO BETTER
UNDERSTAND AND DEVELOP THEIR CAREER SKILLS AND INTERESTS AND TO USE
THESE SKILLS AND INTERESTS MOST EFFECTIVELY BOTH WITHIN THE COMPANY
AND AFTER THEY LEAVE THE FIRM.
• CAREER DEVELOPMENT – IS THE LIFELONG SERIES OF ACTIVITIES (SUCH AS
WORKSHOPS)THAT CONTRIBUTE TO A PERSON’S CAREER EXPLORATION,
ESTABLISHMENT, SUCCESS, AND FULFILLMENT.
• CAREER PLANNING - ACQUIRES, INFORMATION ABOUT OPPORTUNITIES AND
CHOICES; IDENTIFIES CAREER-RELATED GOALS; AND ESTABLISHES ACTION PLANS
TO ATTAIN SPECIFIC GOALS
There are many challenges to this today
PSYCHOLOGICAL CONTRACT

• A PSYCHOLOGICAL CONTRACT IS THE EXPECTATION BETWEEN AN EMPLOYER AND


EMPLOYEE

• UNWRITTEN AGREEMENT THAT EXISTS BETWEEN THE EMPLOYER AND EMPLOYEE. IT IDENTIFIES THE
MUTUAL EXPECTATIONS

• FOR EXAMPLE,
• THE UNSTATED AGREEMENT IS THAT THE MANAGEMENT WILL TREAT EMPLOYEES FAIRLY AND PROVIDE
SATISFACTORY WORK CONDITIONS, HOPEFULLY IN A LONG TERM RELATIONSHIP

• EMPLOYEES ARE EXPECTED TO RESPOND BY DEMONSTRATING A GOOD ATTITUDE ,FOLLOWING


DIRECTION AND SHOWING LOYALTY TO THE ORGANIZATION

• CHANGING EXPECTATIONS AND MARKET CONDITIONS ALTER THE PSYCHOLOGICAL


CONTRACT IN TODAY’S TIMES
EMPLOYEE’S ROLE IN CAREER MANAGEMENT
• EMPLOYEES ARE RESPONSIBLE FOR HIS OR HER OWN CAREER;
• ASSESS INTERESTS, SKILLS, AND VALUES;
• SEEK OUT CAREER INFORMATION RESOURCES;
• TAKE THOSE STEPS THAT MUST BE TAKEN TO ENSURE A HAPPY AND FULFILLING CAREER.
• SEEK CAREER THAT CAPITALIZES ON HIS OR HER INTERESTS, APTITUDES, VALUES, AND SKILLS.

• EMPLOYEE’S CAREER MANAGEMENT METHODS:


• TRAINING
• WEB-BASED OR OFFLINE LIBRARIES OF CAREER DEVELOPMENT MATERIALSFOR EMPLOYEES TO UTILIZE.

• PLANNING WORKSHOPS
• A PLANNED LEARNING EVENT IN WHICH PARTICIPANTS ARE EXPECTED TO BE ACTIVELY INVOLVED, COMPLETING CAREER
PLANNING EXERCISES AND INVENTORIES AND PARTICIPATING IN CAREER SKILLS PRACTICE SESSIONS.

• CAREER COACHES
• THEY GENERALLY HELP EMPLOYEES CREATE 1-TO-5 YEAR PLANS SHOWING WHERE THEIR CAREERS FOR THE FIRM MAY
LEAD.
• THE COACHES HELP INDIVIDUAL EMPLOYEES IDENTIFY THEIR DEVELOPMENT NEEDS AND OBTAIN THE TRAINING,
PROFESSIONAL DEVELOPMENT, AND NETWORKING OPPORTUNITIES THEY REQUIRE TO SATISFY THOSE NEEDS
ORGANIZATION AND MANAGER’S ROLE
• IMPROVING PERFORMANCE THROUGH HRIS: INTEGRATING TALENT
MANAGEMENT AND CAREER SUCCESSION PLANNING
• INTEGRATED SOFTWARE (E.G. SAP)

• DIVERSITY COUNTS
• THE MANAGER AS MENTOR AND COACH
• COACHING AND MENTORING
• COACHING
• FOCUSES ON UNLOCKING THE POTENTIAL OF A PERSON BY ASKING EFFECTIVE QUESTIONS FOR
DAILY ISSUES, SO, COACHING’S DOWNSIDES ARE USUALLY LIMITED.
• MENTORING
• MENTORING FOCUSES ON RELATIVELY HARD-TO-REVERSE LONGER-TERM CAREER ISSUES, AND
OFTEN TOUCHES ON THE PERSON’S PSYCHOLOGY(MOTIVES, AND HOW ONE GETS ALONG WITH
OTHERS, FOR INSTANCE), MENTORING CAN BE FUNCTION BASED TOO.
WHY CAREER DEVELOPMENT CAN IMPROVE
EMPLOYEE MANAGEMENT
• EMPLOYEE MANAGEMENT GUIDE FOR MANAGERS
• 1. CAREER MANAGEMENT
• THE PROCESS FOR ENABLING EMPLOYEES TO BETTER UNDERSTAND AND DEVELOP THEIR CAREER SKILLS
AND INTERESTS AND TO USE THESE SKILL AND INTERESTS MOST EFFECTIVELY BOTH WITHIN THE COMPANY
AND AFTER THEY LEAVE THE FIRM.

• 2. COMMITMENT-ORIENTED CAREER DEVELOPMENT EFFORTS


• GIVEN THE IMPORTANCE TO MOST PEOPLE HAVING A FULFILLING AND SUCCESSFUL CAREER, CAREER
PLANNING AND DEVELOPMENT CAN PLAY AN IMPORTANT ROLE IN MANAGEMENT.

• MANAGING EMPLOYEE TURNOVER AND RETENTION


• A COMPREHENSIVE APPROACH TO RETAINING EMPLOYEES
• EXIT INTERVIEWS.
• ATTITUDE SURVEYS.
• OPEN DOOR/HOTLINES.
• STAY INTERVIEWS

• JOB WITHDRAWAL – QUIET QUITTING


WHY CAREER DEVELOPMENT CAN IMPROVE
EMPLOYEE MANAGEMENT(CONTD..)
• EMPLOYEE LIFE-CYCLE CAREER MANAGEMENT (“WORK-LIFE BALANCE”)
• MAKING PROMOTION DECISIONS
• IS SENIORITY RULE OR COMPETENCE THE RULE?
• HOW SHOULD WE MEASURE COMPETENCE?
• IS THE PROCESS FORMAL OR INFORMAL?
• VERTICAL, HORIZONTAL, OR OTHER?

• STEPS TO ELIMINATE THE BARRIERS FOR WOMEN


• ELIMINATE BARRIERS.
• IMPROVE NETWORKING AND MENTORING.
• BREAK THE GLASS CEILING
• MANAGING TRANSFERS

• MANAGING RETIREMENT
WHY CAREER DEVELOPMENT CAN IMPROVE
EMPLOYEE MANAGEMENT(CONTD…)
• MANAGING DISMISSALS
• GROUNDS FOR DISMISSAL
• UNSATISFACTORY PERFORMANCE
• MISCONDUCT
• LACK OF QUALIFICATIONS FOR THE JOB
• CHANGED REQUIREMENTS OF THE JOB
• INSUBORDINATION
• FAIRNESS SAFEGUARDS
• ALLOW A FULL EXPLANATION
• MULTISTEP PROCEDURE / APPEAL PROCESS
• PERSON WHO DOES THE DISMISSAL IS IMPORTANT
• SEVERANCE PAY
WHY CAREER DEVELOPMENT CAN IMPROVE
EMPLOYEE MANAGEMENT(C0NTD..)
• AVOIDING WRONGFUL DISCHARGE SUITS
• WRONGFUL DISCHARGE (OR TERMINATION)OCCURS WHEN AN EMPLOYEE’S
DISMISSAL DOES NOT COMPLY WITH THE LAW OR WITH THE CONTRACTUAL
ARRANGEMENT STATED OR IMPLIED BY THE EMPLOYER
• THE EXIT PROCESS AND TERMINATION INTERVIEW
• PLAN THE INTERVIEW CAREFULLY
• GET TO THE POINT
• DESCRIBE THE SITUATION.
• LISTEN.
• REVIEW THE SEVERANCE PACKAGE.
• IDENTIFY THE NEXT STEP.
• OUTPLACEMENT COUNSELING.
• EXIT INTERVIEW
• THE EXIT PROCESS
WHY CAREER DEVELOPMENT CAN IMPROVE
EMPLOYEE MANAGEMENT(CONTD..)

• ADJUSTING TO DOWNSIZING AND MERGERS


• THE RIGHT PEOPLE ARE RELEASED.
• COMPLIANCE WITH THE LAW.
• JUST AND FAIR.
• SECURITY.
• REDUCING UNCERTAINTY

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