Hr: Employee Separation And Retention (2 Of 3)

Front 1

Organizaitons want to ensure that:
Good performers are...
Low perfomers are

Back 1

Organizations want to ensure that:
Good performers are motivated to stay with the organization
Chronically low performers are allowed, encouraged, or if necessary, forced to leave

Front 2

Note on Separation and Retention

Back 2

Retaining top performers is not always easy, however. Similarly, the increased willingness of people to sue their employer, combined with an unprecedented level of violence in the workplace, has made discharging employees legally complicated and personally dangerous.
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Front 3

Turnover Benefits

Back 3

Savings may be achieved by not replacing leaver
Infusion of new skills
Vacancy creates opportunity for current
Cost Savings for lower priced replacement
Replacement by be a better performer
Replacement could enchnce diversity
Departure may offer opportunity to reorganize

Front 4

Separation

Back 4

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Front 5

Seperation

Back 5

Managing Involuntary Turnover
-Turnover initiated by the organizaton

Employment-at-will doctrine -- in the absence of a specific contract, either an employer or employee could sever the employment relationship at any time
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Front 6

Seperation Violence

Back 6

Violence in the workplace caused by involuntary turnover has become a major organizational problem in recent years
A standardized, systematic approach to discipline and discharge is necessary

Front 7

Terminations are helpful when

Back 7

Managing out poor performers
Setting performance standards
Enforcing performance management process
Managing company culture
Proactively managing employee behavioral issues
E.g. employees who steal, harass, or otherwise break the rules and/or contribute to a negative work environment
Choosing to do something rather than nothing
Opportunities for others
Promotion or lateral / developmental openings
When doing so can save the company!

Front 8

Mass Layoffs/Downsizing

The Worker Adjustment and Retraining Notification Act of 1988 (WARN Act)

Back 8

CALIFORNIA: For example, California requires advance notice for plant closings, layoffs, and relocations of 50 or more employees regardless of percentage of workforce, that is, without the federal "one-third" rule for mass layoffs of fewer than 500 employees. Also, the California law applies to employers with 75 or more employees, counting both full-time and part-time employees.[4]

Front 9

Mass Layoffs/Downsizing

Back 9

Plan ahead:
Starts at the top
Have a stated reason
Have criteria for selection (e.g., performance, seniority)
Review the final list for legality (e.g., adverse impact, the “smell test”)
Date selection
WARN Act, holidays, day of the week
Training Notifiers
How and where to deliver the message
HR
Paperwork, calculates severance pay, benefits

Front 10

Mass layoffs downsising 2

Back 10

Identify the business need for downsizing, and communicate this to employees
D-Day considerations:
Pre-notify board members, union
Security (e.g., computer access, documents, company property, personal security)
Post-Notification:
When is the last day worked?
Outplacement consultants? Services? (e.g. resume, job hunting, etc.)
EAP’s involvement? (employee assistance program)
HR’s assistance (e.g., benefits explanation, checkout procedures, removal of personal property, vacation payout, proactively identify problem cases)

Front 11

Individual Termination

Back 11

For cause - Single incident (e.g., law breaker), sexual harassment

Not for cause – Inability to perform job effectively, new management team, “chemistry”

Front 12

Summary of Termination

Back 12

Terminations are not fun. But you do have to learn how to do them right
Plan, plan, plan! Gather evidence, and have it on hand
Should never be an “off-the-cuff” or “You’re fired!” decision
Conduct a thorough investigation and gather sufficient facts before termination decision
Execute the plan, but be human
Express empathy
Preserve dignity
Follow through
Take notes during the conversation
Have resources and phone numbers/websites on hand

Front 13

Preventing Voluntary Turnover / Job Withdrawa

Back 13

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HOW TO RETAIN EMPLOYEES THAT ARE WITHDRAWING OR ARE NOT SATISFIED

Front 14

Allen article "Why we should care" tangibles

Back 14

Tangible
HR Staff time
managers time
Accrued paid time off
Temp coverage

Front 15

Allen article retention why we should care intangibles

Back 15

Loss of workforce diveristy
diminshed quality while job's unfilled
loss of org memory
loss of clients
competition from quitter if he/she opens new venture
contagion-other employees leave
teamwork disruption
loss of seasoned mentors

Front 16

Allen why care more. Replacement costs

Back 16

HR staff time, hiring manger time
Recuriting: advertising, agency fees, referessl bonues.
slection: selection measure expenses, application expenses
Orientation and training
pogram time and reosurces
formal informal triaing, socialization, productiviity loss

Front 17

Sources of Job Dissatisfaction: Perosnal Dispostions

Back 17

Negative affectivity = a disposition that reflects pervasive individual differences in satisfaction with any aspect of life
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Front 18

Sources of Job Dissasfaction

Supervisors and coworkers

Back 18

A person may be satisfied with his or her supervisor and coworkers because of:
Shared values, attitudes, and philosophies
Strong social support
Many surveys now indicate this is the #1 reason for leaving
What can you do?
Rearrange reporting or work social structures

Front 19

Sources of Job Dissasfaction
Pay and Benefits

Back 19

For many people, pay is a reflection of self worth, so pay satisfaction takes on critical significance when it comes to retention
What can you do? Meet the market; give spot cash awards, give retention bonuses, non-monetary rewards (e.g., plaque, resort weekend, memberships)

Front 20

Sources of Job Dissasfaction
Pay and Benefits

Back 20

dissatisfied individuals enact a set of behaviors in succession to progressively avoid their work situation

Behavior change (e.g. performance decreases)
Psychological job withdraw (e.g. “checked out”)
Physical job withdraw (e.g. absenteeism)

Front 21

Behavior change from dissatisfied EEs

Back 21

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Front 22

Job Withdrawel

Back 22

Process of Job Withdrawal is a theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation (see Figure 10.3).
If the source of dissatisfaction relates to organization wide poli­cies, organizational turnover is likely.

Front 23

Job Withdrawel

Back 23

Most attempts to measure job satisfaction rely on workers' self-­reports. For example, the Job Descriptive Index (JDI) empha­sizes various facets of satisfaction: pay, the work itself, supervision, co‑workers, and promotions (text Table 10.5). Also engaging in an ongoing program of employee satisfaction provides a means of empirically assessing the impact of changes in policy (text Figure 10.5).
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Front 24

WHAT MANAGERS CAN DO TO PREVENT UNWANTED TURNOVER
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Back 24

answers on printout