MANAGING

CAREER AND
RETENTION

HRM Tutorial 6
Chapter 10
LO1: Employees and Managers Role To Support Career Development Needs
Career Management: The process for Employee Role: Employer Career Management
enabling employees to better Method
understand and develop their career ● must assess interests, skills,
skills and interests, and to use these and values; ● Self-help e-learning tools
skills and interests more effectively. ● seek out career information ● Career planning workshop
resources; ● Career coaches
Career Development: The lifelong ● and take steps to ensure a
series of activities that contribute to a happy and fulfilling career. The Manager as Mentor and Coach
person’s career exploration,
establishment, success, and Employer Role: ● Mentoring: Advising,
fulfillment. counseling, and guiding
● Before hiring: make sure ● Coaching: Educating,
Career Planning: The deliberate person-job fit. instructing, and training
process through which someone ● The first job: provide subordinates.
becomes aware of personal KSAOs & challenging first job.
motivations and establishes action ● Job rotation: provide a more
plans to attain specific goals. realistic picture what career
moves are the best.
● After on the job: provide
career-oriented appraisal.

LO2: Career Management LO3: Retaining Employees
and Employee Engagement
“should I be loyal to you if you’re just A Comprehensive Approach To
going to dump me when you decide to Retaining Employees → Voluntary
cut costs again?” Turnover
Commitment-Oriented Career ● Raise Pay
Development Efforts ● Hire Smart
● Discuss Careers
● Career-oriented Appraisal ● Provide Direction
● Career Grid ● Offer Flexibility
● Special Training & Development ● Use High-Performance HR
Programs Practices
● Counteroffer → need specific
policies for people who eligible
for this approach
→ Job Withdrawal
reducing the job’s negative effects
and/or of raising its positive effects.
LO4: Promotions and
Other Employee Life-Cycle
Career Decisions
Promotion: Advancement to a
position of increased responsibility.
● 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 others?
Transfers: Reassignments to similar
positions in other parts of the firm.
Retirement
Problem arises when there are less
employee to fill the open position left
by the retirees → HRM Policies for
Older Workers
LO5: Managing Dismissals

Dismissal: Involuntary termination of Termination at will: In the absence of Layoff: an employer sending
an employee’s employment with the a contract, either the employer or the employees home due to a lack of work
firm. employee can terminate at will the (typically a temporary situation)
employment relationship.
Grounds for Dismissal Downsizing: the process of reducing,
Termination Interview usually dramatically, the number of
● Unsatisfactory performance people employed by a firm.
● Misconduct 1. Plan the interview
● Lack of qualifications for the job 2. Get to the point Several consideration before
● Changed requirements of the 3. Describe the situation downsizing,
job 4. Listen
5. Review the severance package 1. Making sure the right people
Insubordination: Willful disregard or are let go.
disobedience of the boss’s authority or Outplacement Counselling: a formal 2. Compliance with all applicable
legitimate orders; criticizing the boss process by which a terminated person laws.
in public. is trained and counseled. 3. Executing the dismissals in a
manner that is just and fair.
Exit Interview: conducted for 4. Security.
obtaining information about the job 5. Reducing the remaining
related matters. employees’ uncertainty.
 Career Management in The US Army
Did you know?

Enlistments in the US Army are contract based with an average of

6-8 years of service.

During The Military Service Engage → provide formal career counselling

1
through authentic leadership.
Retain Talent
Identify individuals with in-demand talents Compensate → create appropriate tailored
2
and engage them with a mix of compensation compensation packages that ensure Soldiers and
and opportunities, to include migration Civilians are valued based on their responsibility,
across Army workforce positions authority, and skills.
(permeability).
3 Transition → Whether as civilian alumni of Army
service or as “Soldiers for Life.”
 Career Management in The US Army
Implication for Career
Employment After The Military
Management
● After the end of their military contract,
Transition Assistance Program (TAP)
service members usually being
designed to help veterans with all aspects of returning to civilian
headhunted by private companies who
life.
can offer 3-4x higher salary.
Services include:
● No wonder, many people enlist in the
● financial and legal information.
military only as a stepping stone to
● access to transition counselors. their next career in the private
● assistance for job seekers. companies.
● As a result, there might be a candidate
Military Friendly Employers shortage for a middle officer position in
These companies understand that service members are the US Army organization.
prepared with the best possible training and work ethic and ● Thus, it is important to establish a
make an effort to employ those who have served. competitive HRM policies to retain
Examples: service members.
The Boeing Company, IBM, Hyundai Motor America, etc.
Thank You