Human Resource Development and Human Resource Management PDF

Industrial - Organizational Psychology Line and Staff Aspects of Human Resource 💡HUMAN RESOURCE DEVELOPMENT AND HUMAN Management RESOURCE MANAGEMENT 🧑‍💼Dessler Ch 1 - INTRODUCTION TO HRM...

Industrial - Organizational Psychology Line and Staff Aspects of Human Resource 💡HUMAN RESOURCE DEVELOPMENT AND HUMAN Management RESOURCE MANAGEMENT 🧑‍💼Dessler Ch 1 - INTRODUCTION TO HRM Authority - the right to make decisions, direct others’ work, and give orders ○ Line authority - traditionally gives Organization - group consisting of people with managers the right to issue orders to formally assigned roles who work together to other managers or employees achieve the org’s goals Line manager - manager who is Manager - responsible for accomplishing the authorized to direct the work of organization’s goals, and who does so by subordinates and is responsible managing the efforts of the org’s people for accomplishing the Managing involves 5 basic functions (POSLC) organization’s tasks which represent the management process Managing departments crucial for the company’s survival 1. Planning Have many HR duties a. Establish goals and standards b. Develop rules and procedures ○ Staff authority - gives a manager the c. Develop plans and forecasts right to advise other managers or 2. Organizing employees a. Giving subordinate specific task Staff manager - manager who b. Establish departments assists and advises line managers c. Delegate authority to Manage departments that subordinates supervisory or supportive d. Establishing channels of authority HR managers are usually staff managers. They and communication assist and advise line managers in areas like e. Coordinating the work of recruiting, hiring, and compensation. subordinates 3. Staffing Trends in Human Resource Management a. Determine the type of people to hire Workforce Demographics and Diversity Trends b. Recruitment and selection Trends in How People Work c. Setting performance standards Improving Performance At Work: HR as a Profit d. Compensation Center e. Performance evaluation Globalization Trends f. Employee counseling Economic Trends g. Training and development Technology Trends 4. Leading ○ Social Media a. Getting others to get the job done ○ Mobile Applications b. Maintaining moral ○ Gaming c. Motivating subordinates ○ Cloud Computing 5. Controlling ○ Data Analytics (as known as Talent a. Setting standards (quotas, quality Analytics) standards, production levels) b. Check how actual performance is, Today’s New Human Resource Management compared to the standards c. Corrective actions (if needed) More and more human resource management tasks are now being redistributed from a central Human Resource Management - process of HR department to the company’s employees and acquiring, training, appraising, and compensating line managers due to digital technologies (e.g. employees mobile phones and social media) ○ Attending to their labor relations, health Recruitment is one of the most familiar ways that and safety, and fairness concerns digital and social media revolutionized HRM Talent analytics algorithms help managers improve employee retention @andistudiez (ෆ˙ᵕ˙ෆ) [ what trends mean for HRM ] ○ High performance work systems - sets of HRM practices that together produce superior employee performance Employer’s want HR managers to add value by boosting profits and performance ○ Help the firm and its employees improve in a measurable way Employment engagement - the extent to which an organization’s employees are psychologically involved in, connected to, and committed to getting their jobs done ○ It’s important bec it drives performance The New HR Manager SHRM Body of Competency and Model 1. Leadership & Navigation : The ability to direct and contribute to initiatives and processes within the organization. Strategic HRM - formulating and executing 2. Ethical Practice : The ability to integrate core human resource policies and practices that values, integrity, and accountability throughout all produce the employee competencies and organizational and business practices. behaviors the company needs to achieve its 3. Business Acumen : The ability to understand and strategic aims apply information with which to contribute to the ○ today’s employers want their HR Organization’s strategic plan. managers to put in place practices that 4. Relationship Management : The ability to will produce the employee behaviors that manage interactions to provide service and to help the company achieve its strategic support the organization. aims 5. Consultation : The ability to provide guidance to organizational stakeholders. Set the firm’s strategic aims → Pinpoint the employee 6. Critical Evaluation : The ability to interpret behaviors and skills we need to achieve these strategic information with which to make business decisions aims → Decide what HR policies and practices will enable and recommendations. us to produce these necessary employee behaviors and 7. Global & Cultural Effectiveness : The ability to skills value and consider the perspectives and backgrounds of all parties. Employers also expect HR managers to spearhead 8. Communication : The ability to effectively employee performance improvement efforts exchange information with stakeholders. ○ They can apply 3 levers: 1. Department Lever : HR manager ensures that the Areas that HR managers need to cover (principles, HR management function delivers service functions, and practices) efficiently 2. Employee Cost Lever : HR managers have a role Area #1: Talent Acquisition & Retention in advising the top management about staffing Area #2: Employee Engagement levels as well as setting and controlling Area #3: Learning & Development compensation, incentives and benefits Area #4: Total Rewards 3. Strategic Results Lever : HR manager kind of set Area #5: Structure of the HR Function up policies and practices that produce employee Area #6: Organizational Effectiveness & Development competencies and skills needed to achieve strat. Area #7: Workforce Management goals Area #8: Employee Relations Area #9: Technology & Data Evidence based HRM - using the best available Area #10: HR in the Global Context evidence in making decisions about HRM Area #11: Diversity & Inclusion practices that are focused on Area #12: Risk Management ○ It can be from actual measurements, Area #13: Corporate Social Responsibility existing data, published research studies Area #14: Employment Law & Regulations Area #15: Business & HR Strategy @andistudiez (ෆ˙ᵕ˙ෆ)  - In essence, the task is to identify the employee 📓Dessler Ch 8 - Training and Development behaviors the firm will need to execute its strategy, and then from that deduce what Orienting and Onboarding New Employees competencies (for instance, skills and knowledge) employees will need Employee orientation (onboarding) - procedure for providing new employees with basic ADDIE Five Step Training Process background information about the firm Need to accomplish during orientation / 1. ANALYZE the training need onboarding: - Conduct TNA Training needs analysis may address the employer’s long term OR current training needs Strategic / long term TNA ○ Strategic goals - org probably will have to fill new jobs ○ This TNA identifies the training employees will need to fill these future jobs Current TNA ○ To improve current performance ○ Mostly new employees or those with performance deficiencies ○ More complex since you’ll also need to Length of the orientation program depends on think if training is the solution or (baka what is covered hindi) ○ Task analysis (for new employees) [ orientation process ] detailed study of a job to identify the specific skills required Job specifications and job description are important Competency Model - graphic model that consolidates, usually in one diagram, a precise overview of the competencies (the knowledge, skills, and behaviors) someone would need to do a job well ○ Performance analysis (for current employees) verifying that there is a Explain working hours and benefits, explain dept’s performance deficiency and organization, introducing to colleagues, determining whether that familiarizing with the workplace, reduce first day deficiency should be corrected jitters ; provide info on employee benefits, policies, through training or through some safety measures and regulations, office tour other means (such as transferring the employee) Overview of the Training Process First is you need to compare actual performance vs what Directly after orientation, training should begin should be the performance Training - the process of teaching new or current Distinguish what the employees employees the basic skills they need to perform CANNOT DO and WOULD NOT DO their jobs ○ Hallmark of good management 2. DESIGN the training program ○ Reduces an employer’s exposure to - Planning the overall training program negligent training liability Setting learning objectives Negligent training - situation ○ Should address performance where an employer fails to train deficiencies adequately, and the employee ○ Must be practical (consider subsequently harms a third party financial constraints) Creating a motivational learning Aligning Strategy and Training - Employer’s strategic plans should govern its environment training goals Make the learning meaningful @andistudiez (ෆ˙ᵕ˙ෆ)  ○ If it has meaning for them they combination of classroom instruction and are more motivated to learn on-the-job training ○ Provide overview Informal training ○ Logical presentation ○ Employers can facilitate informal learning ○ Use familiar terms, visual aids Job instruction training - listing each job’s basic Make skills transfer obvious and easy tasks, along with key points, in order to provide ○ Maximize similarity between step - by - step training for employees (p. 245) training and work situation Lectures - quick and simple way to present ○ Provide adequate practice knowledge to large groups ○ Heads up for the information Programmed learning - step by step, self learning ○ On their own pace method that is composed of three parts Reinforce the learning 1. Presenting questions, facts, or problems ○ Plenty of feedback to the learner ○ Reinforce correct responses 2. Allowing the person to respond ○ Partial day training > full day 3. Providing feedback on the accuracy of ○ Follow up assignments answers, with instructions on what to do ○ Provide incentives next Ensure transfer of learning to the job - Reduces training time, learning at own pace and 1. Prior to training getting immediate feedback a. Get trainee and supervisor input - Also reduce risk of error b. Attendance policy c. Encourage participation Behavior Modeling - training technique in which 2. During training trainees are first shown good management a. Provide training experience and techniques in a film, are asked to play roles in a conditions that resemble actual simulated situation, and are then given feedback work environment and praise by their supervisor b. Set goals at the start 1. Modeling 3. After training 2. Role playing a. Reinforced what is learned 3. Social reinforcement 4. Transfer of training 3. DEVELOP the course (training materials) - Assembling the program’s training content and Audiovisual Training - still used despite being materials ; training equipments replaced by web based methods Some create their own training content ○ Vestibule training - trainees learn on the actual or simulated equipment but are 4. IMPLEMENT the training (train target trained off the job employees) Used when its too costly or - Providing the training using one or more dangerous to train employees on instructional methods the job ○ Electronic Performance Support System 5. EVALUATE the course’s effectiveness (EPPS) - computerized tools and displays - Check if there’s transfer of learning that automate training, documentation, and phone support Implementing the Training Program Performance support systems are modern job aids (instructions, On the Job Training - training a person to learn a diagrams, or similar methods job while working on it available at the job site to guide Types of OJT the worker 1. Coaching / understudy - experienced ○ Videoconferencing worker or supervisor trains the employee ○ Computer based training (CBT) - 2. Job rotation - moves from job to job at training methods that use interactive planned intervals computer based systems to increase 3. Special assignments - give lower level knowledge or skills executives first hand experience in ○ Simulated Learning and Gaming working on actual problem Lifelong and Literacy Training Techniques - providing employees with continuing learning Apprenticeship training - structured process by experience over their tenure with the firm, with the which people become skilled workers through a aim of ensuring they have the opportunity to learn @andistudiez (ෆ˙ᵕ˙ෆ)  the skills they need to do their jobs and to expand organizational problem to diagnose and their horizons solve Team training Integrated case scenarios create ○ Teamwork does not always come naturally long term, comprehensive case ○ Focuses on technical, interpersonal, and situations team management issues ○ Management games - teams of manager Cross training - employees do compete by making computerized different tasks or jobs than their decisions regarding realistic BUT own ; facilitates flexibility and job simulated situations rotation Ex: Interpret - team exercise that Internet based training explores ○ Learning portal - offers online access to Team communication training courses Management of Learning Management Systems information - ex: Blackboard, Canvas Planning and Blended learning - use of implementation of a multiple delivery methods strategy Virtual classroom - uses collaboration softwares People learn best by being to enable multiple remote learners to participate involved, and games gain such in live audio and visual discussions, communicate involvement via written text, and learn via content such as PPT Gamification of such training also slides reportedly improves learning, engagement, and morale and is Implementing Management Development Programs fairly easy to achieve ○ Outside Seminars Management development - any attempt to ○ University related programs improve managerial performance by imparting ○ Role playing - trainees act out parts in a knowledge, changing attitudes, or increasing skills realistic management situation ○ Facilitates: Organizational continuity When combined with general Strategy’s role in Management Development instructions and other roles, role ○ Management Development Programs playing can trigger spirited should reflect the firm’s strategic plans discussions among traineeds ○ Other development programs aim to fill May also help to be more specific top positions sensitive to other’s feelings Succession Planning - involves developing ○ Corporate universities workforce plans for the company’s top positions In house development center - ○ Ongoing process of systematically also called corporate universities ; identifying, assessing, and developing company based method for organizational leadership to enhance exposing prospective managers performance to realistic exercises to develop Managerial OJT and Rotation improved management skills ○ Job rotation - moving a trainee from The best corporate universities: department to department to broaden his Actively align offerings or her experience and identify strong and with corporate goals weak points Focus on developing skills Helps avoid stagnation that support business Coaching/understudy approach needs - trainee works directly with a Evaluate learning and senior manager or with the performance person he or she is to replace Use technology to Action learning - training support learning technique by which management Partner with academia trainees are allowed to work ○ Executive coaches full-time analyzing and solving Executive coach - outside problems in other departments consultant who questions the Off the Job Management Training and executive’s associates (boss, Development Techniques peers, subordinates, and ○ Case study method - manager is sometimes family) in order to presented with a written description of an identify the executive’s strengths @andistudiez (ෆ˙ᵕ˙ෆ)  and weaknesses, and then Using Organizational Development counsels the executive so he or Organizational Development - it is the she can capitalize on those employees themselves formulate and implement strengths and overcome the the change that is required weaknesses ○ Another way to reduce resistance ○ The SHRM Learning System ○ Often assisted by trained consultants The Society for Human Resource ○ Several characteristics: Management (SHRM) encourages 1. Usually involves action research HR professionals to qualify for 2. Applies behavioral science knowledge to certification by taking improve organization’s effectiveness examinations 3. Changes the organization in a particular direction – toward empowerment, Managing Organizational Change Programs improved problem solving, responsiveness, quality of work, and Making changes is never easy, but the hardest effectiveness part is often overcoming employee resistance. Individuals, groups, and even entire organizations tend to resist change, because they are accustomed to the usual way of doing things or because of perceived threats to their influence Lewin’s Change Process Basic processes for implementing change with minimal resistance According to Lewin, all behaviors in organizations was a product of two kinds of forces: ○ Striving to maintain the status quo ○ Pushing for change 3 Steps to the change process: Evaluating the Training Effort 1. Unfreezing : REDUCING the forces that are striving to maintain the status quo It is crucial to evaluate the training program a. Can be through presenting a 2 basic issues: (1) design of the evaluation study provocative problem or behavior and, (2) “what should be measured?” for people to recognize the need to change Designing the Study 2. Moving : developing new behaviors, Time series design - take a series of performance values, and attitudes measure before and after training (can provide a. May be accomplished through org insight into the program’s effectiveness) structure changes, conventional ○ Downside: you cannot be sure if it’s the trainings, and development training that caused the change activities Controlled experimentation - uses a training 3. Refreezing : building the reinforcement to group and a control group that receives no make sure the org doesn’t slide or go back training to its former ways of doing things ○ This makes it easier to determine the extent to which any change in the training How to bring desired organizational change at group’s performance resulted from the work: training, rather than from some ○ Establish sense of urgency organization wide change like a raise in ○ Mobilize commitment (through joint pay diagnosis of problems) ○ Create a guiding coalition Training Effects to Measure ○ Develop and communicate a shared vision 1. Reaction ○ Help employees make the change 2. Learning ○ Aim first for attainable short term 3. Behavior accomplishments 4. Results : Reactions, learning, and behavior are ○ Reinforce the new ways of doing things important. But if the training program doesn’t ○ Monitor and assess progress produce measurable performance-related results, then it probably hasn’t achieved its goals @andistudiez (ෆ˙ᵕ˙ෆ) ✍️ Dessler Ch 9 - Performance Management and Appraisal Who should do the appraising 1. Immediate supervisor Basics of Performance Appraisal - Relatively straightforward and makes sense - Reliance of supervisor alone is not advisable bc The Performance Appraisal Process there is always some danger of bias ○ Performance appraisal - evaluating an 2. Peers employee’s current/or past performance relative - Can be effective to his or her performance standards - May see aspects that the boss cant see ○ 3 steps in conducting PA: - Peer’s opinions can be useful developmentally 1. Setting work standards - Had “an immediate positive impact on 2. Assessing actual performance relative to [improving] perception of open communication, the standards task motivation, social loafing, group viability, 3. Providing feedback with the aum of cohesion, and satisfaction.” helping eliminate performance 3. Rating committees deficiencies or to continue performing - Consists of immediate supervisor and 3 or 4 other above par supervisors - Helps cancel out bias Effective appraisals actually begin BEFORE the - Can see the different facets of an employee’s actual appraisal, with the manager defining the performance employee’s job and performance criteria. 4. Self ratings ○ Defining the job means making sure that - Usually in conjunction with supervisor rating you and your subordinate agree on his or - Negatively correlated with subsequent her duties and job standards and on the performance in assessment center appraisal method you will use 5. Subordinates - Usually for developmental purposes Reasons for Performance Appraisal : - Anonymity affects feedback ○ Base pay, promotion, and retention - If identified may tend to give inflated decisions ratings ○ PA plays a central role in performance 6. 360 feedback management - Employer collects performance information all ○ To correct any deficiencies, and reinforce around an employee subordinate’s strengths - Results are mixed ○ Provide opportunity to review employee’s - One study concluded that multisource feedback career plans based on his/her strengths led to “generally small” improvements in and weaknesses subsequent ratings by supervisors, peers, and ○ Enable supervisor to identify if training is subordinates needed Performance Appraisal Techniques Defining the employee’s goals and Performance Standards ○ PA should compare “what should be” with “what 1. Graphic Scale Method - A scale that lists a is” number of traits and a range of performance for ○ Managers can use these three to establish what each. The employee is then rated by identifying the performance standards will be the score that best describes his or her level of (1) goals performance for each trait - To what extent does the employee attain his or her 2. Alternation Ranking Method - Ranking numerical goals employees from best to worst on a particular trait, - Goals should be SMART choosing highest, then lowest, until all are ranked - Goals should encourage participation but only 3. Paired Comparison Method - Ranking employees when the participatively set goals are set higher by making a chart of all possible pairs of the than the assigned ones that the participatively set employees for each trait and indicating which is goals produce higher performance the better employee of the pair. 4. Forced Distribution Method - Similar to grading (2) job dimensions or traits on a curve; predetermined percentages of ratees - A particular job dimension or trait is a useful are placed in various performance categories standard for what should be 5. Critical Incident Method - Keeping a record of uncommonly good or undesirable examples of an (3) behaviors or competencies employee’s work-related behavior and reviewing it - Mastery of the competencies with the employee at predetermined times. a. Not for pay raise purposes @andistudiez (ෆ˙ᵕ˙ෆ)  6. Narrative Forms - supervisor assesses the 5. Recency effects employee’s past performance and required areas of improvement Best Practices for Administering Fair Performance a. Helps employee understand where his or Appraisal her performance was good or bad and how to improve 7. Behaviorally anchored rating scales (BARS) - An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance 5 steps in developing BARS: 1. Write critical incidents 2. Develop performance dimensions 3. Reallocate incidents Managing the Appraisal Interview 4. Scale the incidents 5. Develop a final instrument Appraisal interview - An interview in which the supervisor and subordinate review the appraisal 7. 1 Behavioral Observation Scales - frequency and make plans to remedy deficiencies and based reinforce strengths ; often uncomfortable 4 types of situation: 8. Mixed Standard Scales - employer “mixes” together sequentially the good and poor 1. Satisfactory—Promotable is the easiest interview: behavioral example statements when listing them. The person’s performance is satisfactory and a. The aim is to reduce rating errors by promotion looms. making it less obvious to the appraiser (1) a. objective : develop specific development what performance dimensions he or she is plans. rating; and (2) whether the behavioral 2. Satisfactory—Not promotable - performance is example statements represent high, satisfactory but for whom promotion is NOT medium, or low performance possible. 9. Management by Objectives (MBO) - multistep a. objective : maintain satisfactory company wide goal setting and appraisal program performance. The best option is usually to a. Steps in doing MBO: find incentives that are important to the 1. Set the organization’s goal person and sufficient to maintain 2. Set departmental goals performance. These might include extra 3. Discuss departmental goals time off, a small bonus, or recognition. 4. Define expected results (set individual 3. When the performance is unsatisfactory BUT goals) correctable. 5. Conduct performance reviews a. objective : lay out an action/development 6. Provide feedback plan for correcting the unsatisfactory 10. Computerized and Web based PA performance. 11. Electronic performance monitoring (EPM) - 4. Finally, the interview where the employee is Having supervisors electronically monitor the unsatisfactory and the situation is uncorrectable amount of computerized data an employee is may be particularly tense. processing per day, and thereby his or her a. Dismissal is often the preferred option. performance a. Can improve productivity, but also seems How to conduct the appraisal interview to raise employee stress Pre interview: 12. Conversation days ○ Review the person’s job description ○ Compare performance to standards Dealing with Rater Error Appraisal Problems ○ Review any previous appraisals ○ Give employee at least a week notice to Potential Rating Problems review his or her work 1. Unclear Standards Set time for the interview 2. Halo effect Conduct interview privately with no interruptions 3. Central tendency An effective interview requires effective coaching 4. Strictness / Leniency skills (coaching as a process) @andistudiez (ෆ˙ᵕ˙ෆ)  ○ Preparation : understanding the problem Use the interview to emphasize the and the employee meaningfulness to the company of what the ○ Planning : plan the solution ; laying out a employee is doing change plan Be candid and objective but do so supportively ○ Actual Coaching and without unnecessarily undermining the An effective coach offers ideas employee’s self-image and advice in such a way that the Make sure the employee has what he or she needs subordinate can hear them, to do a good job respond to them, and appreciate Be candid and honest, but don’t unnecessarily their value emphasize negatives ; focus on strengths How to handle a defensive subordinate Show your employees that you listen to their ideas When a supervisor tells someone his or her and value their contributions performance is poor, the first reaction is often Discuss the person’s evaluation in the context of denial. where he or she sees himself or herself heading Denial is a defense mechanism career-wise Therefore, dealing with defensiveness is an Make sure that the interviewee views the important appraisal skill appraisal and the rewards or remedial actions as fair Mortimer Feinberg suggests the following: 1. Recognize that defensive behavior is normal. Performance Management 2. Never attack a person’s defenses. Don’t try to “explain someone to themselves”. Instead, Total Quality Management and Performance Appraisal concentrate on the fact. Some proponents of TQM movement argued to 3. Postpone action. Sometimes it’s best to do eliminating PA altogether nothing. Employees may react to sudden threats TQM - organization wide programs that integrate by hiding behind their defenses. Given sufficient all functions and processes of the business such time, a more rational reaction takes over. that all aspects of the business including design, 4. Recognize your limitations. The supervisor is planning, production, distribution, and field (probably) not a psychologist. Offering service are aimed at maximizing customer understanding is one thing; trying to deal with satisfaction through continuous improvements psychological problems is another ○ Argues that is organization is a system of interrelated parts, and that employees’ How to criticize a subordinate performance is more a function of things When necessary, criticize in a manner that lets the like training, communication, tools, and person maintain his or her dignity—in private, and supervision than of their motivation constructively. Provide examples of critical incidents and specific Performance Management - The continuous suggestions process of identifying, measuring, and developing the performance of individuals and teams and How to handle a formal written warning aligning their performance with the organization’s Warnings serve two purposes: goals. 1. to shake your employee out of his or her bad habits 6 basic elements of Performance Management: 2. to help you defend your rating to your 1. Direction sharing means communicating the own boss and (if needed) to the courts company’s goals to all employees and then Written warnings should list the employee’s translating these into doable departmental, team, standards, make it clear that the employee was and individual goals. aware of the standard, specify any deficiencies 2. Goal alignment means having a method that relative to the standard, and show the employee enables managers and employees to see the link had an opportunity to correct his or her between the employees’ goals and those of their performance department and company. 3. Ongoing performance monitoring usually means Employee engagement guide for managers computerized systems to measure the team’s Show the employee how his or her efforts and/or employee’s progress toward meeting contribute to the “big picture”—to his or her performance goals. team’s and the company’s success 4. Ongoing feedback means providing face-to-face and computerized continuous feedback regarding progress toward goals. @andistudiez (ෆ˙ᵕ˙ෆ)  5. Coaching and developmental support should be Establish goals and career plans. part of the feedback process. Matching strengths and weaknesses with 6. Recognition and rewards should provide the occupational opportunities. incentives to keep the employee’s goal-directed Follow through on realistic career plans performance on track. Ideal future self to strive for 💻Dessler Ch 10 - Managing Careers and Retention The Employer [before hiring] realistic job interviews can help Career Management prospective employees gauge whether the job is a good fit for them After appraising performance, it is often ○ Especially for newly graduates, since first necessary to address career related issue and to job can be crucial for building confidence discuss these issues with subordinates and more realistic picture of what he or she cannot do Basics of Career Management ○ Reality shock - Results of a period that Career - The occupational positions a person has may occur at the initial career entry when had over many years. the new employee’s high job expectations Career management - The process for enabling confront the reality of a boring or employees to better understand and develop their otherwise unattractive work situation career skills and interests, and to use these skills Job rotation and interests more effectively. ○ help the person develop a more realistic Career development - The lifelong series of picture of what he or she is good at, and activities that contribute to a person’s career thus the career moves that might be best. exploration, establishment, success, and Mentoring and Coaching fulfillment. Provide career oriented appraisals Career planning - The deliberate process through ○ Aside from appraisal, the manager helps which someone becomes aware of personal skills, the employee match his or her strengths interests, knowledge, motivations, and other and weaknesses with a feasible career characteristics; and establishes action plans to path attain specific goals. Employer Career Management Methods Careers today Career planning workshop - a planned learning Careers are no simple progressions of employment event in which participants are expected to be in one or two firms with a single profession. actively involved, completing career planning Employees now want to exchange performance for exercises and inventories and participating in training, learning, and development that keep career skills practice sessions them marketable. Career coaches - help employees create 1- to 5-year plans showing where their careers with the The Psychological Contract firm may lead What the employer and employee expect of each other ; identify each party’s mutual expectation The Manager as Mentor and Coach Unwritten agreement that exists between Manager can do the ff to support subordinates’ employer and employee career development ○ Make sure employees develop the skills Roles in Career Management required to do the job well The Manager ○ Schedule regular performance appraisal Provide timely and objective performance ○ Provide employees with development plan feedback. ○ Keep subordinates informed about how Provide developmental assignments and support. they can use the firm’s current Participate in career development discussions. career-related benefits, and encourage Act as coach, appraiser, advisor, and mentor who them to do so listen to and clarify employee’s career plans ○ May act as a mentor Provide career oriented training, development, Mentoring - advising, counseling, and promotional opportunities and guiding May be formal or informal The Individual/Employee Focus on relatively hard to Accept responsibility for own career. reverse longer term career issues Assess interests, skills, and values. and often touches the person’s Seek out career information and resources. psychology @andistudiez (ෆ˙ᵕ˙ෆ)  Effective mentors : Manager should understand that retaining Set high standards employees is a talent management issue and the Are willing to invest time best retention strategies are multifunctional and effort Actively steer proteges A Comprehensive Approach to Retaining Employees into important projs, methods/ways on how to identify problems: teams, or jobs ○ Exit interviews Less effective for women ○ Attitude surveys ○ May act as a coach ○ Open door policies and anonymous Coaching - educating, hotlines instructing, and training Varied steps on how to boost employee retention subordinates ○ Raise pay Focuses on daily tasks that can be ○ Hire smart - hiring of the right employees easily relearned as well as right supervisors ○ Discuss career (plans) Employee Engagement Guide for Managers ○ Provide direction - make clear to the employees their goals and what you Career Management expect from them Employers today have to think through how ○ Offer flexibility - ex: flexible working they’re going to maintain employee engagement, arrangements and thereby minimize voluntary departures, and ○ Use high performance HR practices maximize employee effort ○ Counteroffers - but make sure there’s a policy for offering counteroffers Commitment Oriented Career Development Efforts Given the importance to most people of having a Job Withdrawal fulfilling and successful career, career planning Job withdrawal - actions intended to place and development can play an important role in physical or psychological distance between engagement. Managed effectively, the employer’s employees and their work environments career development process should send the Examples or types of job withdrawals: signal that the employer cares about the ○ Absences employee’s career success. ○ Voluntary turnovers ○ Taking undeserved work breaks Managing Employee Turnover and Retention ○ Spending time in idle conversations ○ Neglecting job responsibilities Not all employee’s career plans will coincide with ○ Psychological withdrawal (ex: the company’s needs daydreaming) Turnover - the rate at which employees leave the Job withdrawal process tends to be incremental firm – varies among industries ○ turnovers usually only reflect those who Employee Life Cycle Career Management leave voluntarily Reducing turnover requires identifying and Making Promotion Decisions managing reasons for both voluntary and Promotions - advancement to a position of involuntary turnover increased responsibility For employers, promotions can provide Managing Voluntary Turnover opportunity to reward exceptional performance Start by measuring the no. of employees who Promotion process is not always positive, due to leave the company unfairness and secrecy Identifying why employees leave (voluntarily) can be difficult Several decisions to consider prior to promotion Some reasons for leaving: 1. Is seniority or competence the rule? ○ Pay 2. How should we measure competence? ○ Promotional opportunities 3. Is the process formal or informal? ○ Work life balance 4. Vertical, horizontal, or other? ○ Career development ○ Health care benefits Some steps to eliminate barriers that impede women’s ○ Unfairness career progress: ○ Not having their voices heard Improve networking and mentoring ○ Lack of recognition Break the glass ceiling Adopt flexible career tracks @andistudiez (ෆ˙ᵕ˙ෆ) Managing Transfers Dismissals are never easy Transfer - reassignments to similar positions in Steps to ensure that dismissals are fair: other parts of the firm ○ Allow employees to explain why he or she ○ Usually with NO salary or grade change did what he did Transfers are a way to give displaced employees a ○ Have a formal multistep procedure and chance for another assignment or perhaps, some appeal process personal growth ○ Use the right person who will do the Some reasons for seeking transfer: dismissing and dismiss humanely ○ Personal enrichment ○ Dismiss fairly because those who feel they ○ More interesting jobs are treated unfairly financially are more ○ Convenience likely to sue Better hours Location Terminate at will - In the absence of a contract, either Employers’ reasons for transferring employees : the employer or the employee can terminate at will the ○ To vacate a position where an employee is employment relationship. no longer needed ○ To fill a position where an employee is Avoiding wrongful discharge needed. Wrongful discharge - occurs when an employee’s ○ To find a better fit for an employee within dismissal does not comply with the law or with the the firm contractual arrangement stated or implied by the ○ To boost productivity by consolidating employer positions. Avoiding wrongful discharge suits requires several things: Managing Retirements Retirement planning is a significant issue for 1. Have employment policies including grievance employers procedures that help show you treat employees “Retirement planning” is no longer just about fairly. Here employers can also use severance pay helping current employees slip into retirement. to blunt a dismissal’s sting. ○ It should also help the employer to retain, a. No termination is pleasant, but the first in some capacity, the skills and line of defense is to handle it justly. brainpower of those who would normally 2. Review and refine all employment-related policies, retire and leave the firm procedures, and documents to limit challenges. ** read on procedural steps on p. 326 (Dessler 15th ed.) Managing Dismissals Supervisor Liability Dismissal - Involuntary termination of an Several ways to avoid personal liability issues: employee’s employment with the firm ○ Follow company policies and procedures ○ Many dismissals ARE avoidable ○ Administer the dismissal in a manner that does not add to the employee’s emotional Grounds for Dismissal hardship Unsatisfactory performance : persistent failure to ○ Do not act in anger perform assigned duties or to meet prescribed ○ Use the HR department for advice standards on the job regarding how to handle difficult dismissal situations Misconduct : deliberate and willful violation of the employer’s rules and may include stealing and The Exit Process and Termination Interview rowdy behavior Termination interview - The interview in which an Insubordination employee is informed of the fact that he or she ○ Form of misconduct has been dismissed ○ Willful disregard or disobedience of the boss’s authority or Guidelines: legitimate orders; criticizing the Plan interview carefully boss in public Lack of qualifications for a job : inability to do Get to the point the assigned work, although he or she is diligent Describe the situation Changed requirements of the job : employee’s Listen incapability of doing the job after the nature of Review severance package the job has changed Identify next step @andistudiez (ෆ˙ᵕ˙ෆ)  2. Investigative orientation. Investigative people Outplacement counseling - A formal process by are attracted to careers that involve cognitive which a terminated person is trained and activities (thinking, organizing, understanding) counseled in the techniques of self-appraisal and rather than affective activities (feeling, acting, or securing a new position. interpersonal and emotional tasks). Exit interview - Interviews with employees who a. biologist, chemist, and college professor are leaving the firm, conducted for obtaining information about the job or related matters, to 3. Artistic orientation. People here are attracted to give the employer insight about the company. careers that involve self-expression, artistic creation, expression of emotions, and Layoffs and Plant Closing Law individualistic activities. Nondisciplinary separations may be initiated by a. artists, advertising executives, and either employer or employee. For the employer, musicians reduced sales or profits or the desire for more productivity may require layoffs 4. Social orientation. These people are attracted to Layoff - An employer sending employees home careers that involve interpersonal rather than due to a lack of work; this is typically a temporary intellectual or physical activities. situation. a. clinical psychology, foreign service, and Since layoffs often result in deleterious social work psychological and physical health outcomes, many employers try to minimize layoffs and dismissals 5. Enterprising orientation. Verbal activities aimed Some reduce layoffs by offering financial bonuses at influencing others characterize enterprising for improved productivity personalities. a. managers, lawyers, and public relations Adjusting to Downsizing and Mergers executives Downsizing - The process of reducing, usually dramatically, the number of people employed by a 6. Conventional orientation. A conventional firm. orientation favors careers that involve structured, ○ Also called “productivity transformation rule regulated activities, as well as careers in programs” which it is expected that the employee Some considerations: subordinate his or her personal needs to those of 1. First is making sure the right people are the organization. let go; this requires having an effective a. accountants and bankers appraisal system in place. 2. Second is compliance with all applicable laws Identify Career Anchors 3. Third is executing the dismissals in a Career anchor - A concern or value that a person manner that is just and fair. you will not give up if a [career] choice has to be 4. Fourth is security, for instance, retrieving made. keys and ensuring that those leaving don’t take prohibited items with them. Typical career anchors 5. Fifth is reducing the remaining Technical/functional competence employees’ uncertainty and addressing Managerial competence their concerns. Creativity Providing advanced notice regarding the layoff Autonomy and independence can help cushion the otherwise negative effects. Security Interpersonal sensitivity also helps APPENDIX Occupational Orientation (Holland) - RIASEC 1. Realistic orientation. These people are attracted to occupations that involve physical activities requiring skill, strength, and coordination. a. forestry, farming, and agriculture @andistudiez (ෆ˙ᵕ˙ෆ)