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Employee Retention, Engagement, and Careers 1 0 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10-1
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Retention,Engagement, and Careers
10
Chapter 10-1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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.
Chapter 10-2
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives4. List and discuss the four steps in
effectively coaching an employee.
5. List the main decisions employers should address in reaching promotion decisions.
Chapter 10-3
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Turnover and Retention
• Costs of turnover• Managing voluntary
turnover• Reducing voluntary
turnover
Chapter 10-4
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Describe a comprehensive approach
to retaining employees.
Chapter 10-5
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
A Comprehensive Approach to Retaining
Employees
1. Selection
2. Professional growth
3. Provide career direction
4. Meaningful work and ownership of goals
Chapter 10-6
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
A Comprehensive Approach to Retaining
Employees
5. Recognition and rewards
6. Culture and environment
7. Promote work–life balance
8. Acknowledge achievements
Chapter 10-7
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
A Comprehensive Approach to Retaining
Employees
• Managing involuntary turnover• Talent management and employee
retention• Job withdrawal
Chapter 10-8
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Selection• Professional growth• Career direction• Meaningful work/ownership• Recognition and rewards
Chapter 10-9
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Culture and environment• Work–life balance• Involuntary turnover• Talent management and employee
retention• Job withdrawal
Chapter 10-10
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Why Employee Engagement is Important and
Fostering such Engagement
Chapter 10-11
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Engagement
• Importance• Fostering• Monitoring
Chapter 10-12
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Engagement
• Career terminology• Careers today• Psychological contract• The employee’s role
Chapter 10-13
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Employee engagement• Career terminology• Careers today• Psychological contract• The employee’s role
Chapter 10-14
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Discuss what employers and supervisors can do to
support employees’ career development needs.
Chapter 10-15
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Employer’s Role in Career Management
• Career Management SystemsoCareer centers and workshops oLifelong learning oCareer coachesoOnline programsoCareer-oriented appraisals
• Gender Issues • The Manager’s Role
Chapter 10-16
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Career management systems• Gender issues • The manager’s role
Chapter 10-17
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
List and discuss the four steps in effectively coaching
an employee.
Chapter 10-18
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Improving Coaching Skills
• Building your coaching skillsoPreparationoPlanningoActive coachingoFollow-up
Chapter 10-19
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Improving Coaching Skills
• Building your mentoring skillsoMentoring caveatsoThe effective mentoroThe protégé’s responsibilities
Chapter 10-20
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Building your coaching skills
• Building your mentoring skills
Chapter 10-21
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
List the main decisions employers should address in
reaching promotion decisions.
Chapter 10-22
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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, or other?
Chapter 10-23
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Making Promotion Decisions
• Practical considerations• Sources of bias • Promotions and the law• Managing transfers• Managing retirements
Chapter 10-24
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• Practical issues• Bias• The law• Transfers• Retirement
Chapter 10-25
• Promotion decisions
• Measurement• Formal vs.
informal• Vertical or
horizontal
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Chapter 10-26
