人力资源管理第最新版英文版教学课件第10章
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4-
• Professional growth • Meaningful work/ownership
10-11
Review
• Work–life balance
• High engagement
• Data analytics
• Counter offers
4-
• Workforce planning/
Making Promotion Decisions
1. Is seniority or competence the rule? 2. How should we measure competence? 3. Is the process for4m- al or informal? 4. Vertical, horizontal, or other?
10-5
Managing Employee Turnover
• Costs of turnover • Managing voluntary turnover • Reducing voluntary 4t-urnover
10-6
Managing Employee Retention
1. Identify issues with surveys 2. Compensation
• Studies show link when turnover rates rise financial performance is at risk
• HR practices can low4- er turnover o Opportunities o Training o Development
10-21
List and briefly explain the main decisions employers should address in reaching promotion
and other emp4-loyee life-cycle career decisions.
10-22
• Downsizing and mergers
10-30
Improving Performance at The Hotel Paris
• “Many hotel jobs are ‘dead end’; for example, maids and valets with no aspirations to move up, or are using these jobs temporarily, for instance, to help out w4-ith household expenses.”
informal • Vertical or
horizontal
• Look at Practical Considerations
• Gender Gap
4-
• Managing transfers • Managing retirements
10-26
Explain each of the main grounds for
4-
3. Selection 4. Professional growth 5. Meaningful work/ownership
10-7
Managing Employee Retention
6. Work–life balance 7. High engagement
4-
8. Data analytics 9. Counter offers 10. Workforce planning
Talent Management
• Job withdrawal
10-12
Explain why employee engagement is important,
and how to foster such engag4e- ment.
10-13
IMPROVING PERFORMANCE: HR Practices Around the Globe
10-16
Review
• Employee Engagement and Performance
• Employee Actions Th4-at Foster Engagement
10-17
Discuss what employers and supervisors can do to support employees’ career development
4-
• Layoffs and the Plant Closing Law • Adjusting to Downsizings and
Mergers
10-29
Review
• Managing dismissals
• Avoiding suits
• Liability
4-
• Exit process
• Career terminology • Careers today • Psychological contract
4-
• The employee’s role • Employer’s and Manager role • Employer Career Management Options
10-9
Managing Employee Retention
• Talent Management and Employee
Retention
4-
• Job withdrawal
o Dealing with job withdrawal
10-10
Review
• Identify issues with surveys • Compensation • Selection
ne4e- ds.
10-18
Career Management
• Career terminology
• Careers today
• Psychological
4-
contract
• The employee’s
role
10-19
Career Management
• The Employer’s Role o Depends on length of time employee is employed
10-31
Hotel Paris Strategy Chapter 10
3. Discuss what employers and supervisors can do to support employees’ career development needs.
10-2
Learning Objectives
4. List and briefly explain the main decisions employers should address in reaching promotion and other employee life-cycle4- career decisions.
1. Understanding how their departmentቤተ መጻሕፍቲ ባይዱcontributes to com4p- any success
2. Seeing how their efforts contribute to achieving company goals
3. Get a sense of accomplishment from work at the company
10-24
Making Promotion Decisions
• Look at Practical Considerations • Managing transfers
4-
• Managing retirements
10-25
Review
• Promotion decisions
• Measurement • Formal vs.
dismis4- sal.
10-27
Managing Dismissals
• Grounds for Dismissal • Avoiding Wrongful Discharge Suits
4-
• Supervisor Liability
10-28
Managing Dismissals
• The Exit Process and Termination Interview
10-23
Making Promotion Decisions
• The Gender Gap o Eliminate barriers o Improve networkin4-g, mentoring o Break the glass ceiling o Have flexible career tracks
• Employer Career Man4a- gement Options o Employee career planning form suggested
• Managers Role o Actively train, mentor, review performance
10-20
Review
10-8
IMPROVING PERFORMANCE: HR Practices Around the Globe
• IBM technology training program is improving o Employee retent4i-on o Minimizing layoffs o Resignations and o Turnover costs
10-14
Managing Employee Engagement
• Gallup survey o Business units that have employee engagement have 83% chance of performing above the company median o Those with the lo4w- est employee engagement have a 17% chance
• Watson Wyatt Worldwide survey o Highly engaged employees generate 26% higher revenue per employee
10-15
Managing Employee Engagement
Employee Actions That Foster Engagement
• First, do you agree with this statement—why, or why not? Second, list three more specific career activities you would recommend Lisa implement for these employees.
5. Explain each of the main grounds for dismissal.
10-3
Describe a comprehensive approach to retaining emplo4-yees.
10-4
IMPROVING PERFORMANCE: HR as a Profit Center
• Rio Tinto is a global mining corporation • Using metrics and measures, consulting
firm Towers Watson4- conducted an employee engagement survey so Rio Tinto could take the steps to: o Employee engagement and o Performance
10 Managing Employee Retention, Engagement, and Careers 4-
10-1
Learning Objectives
1. Describe a comprehensive approach to retaining employees.
2. Explain why employee engagement is important, and how 4t-o foster such engagement.
• Professional growth • Meaningful work/ownership
10-11
Review
• Work–life balance
• High engagement
• Data analytics
• Counter offers
4-
• Workforce planning/
Making Promotion Decisions
1. Is seniority or competence the rule? 2. How should we measure competence? 3. Is the process for4m- al or informal? 4. Vertical, horizontal, or other?
10-5
Managing Employee Turnover
• Costs of turnover • Managing voluntary turnover • Reducing voluntary 4t-urnover
10-6
Managing Employee Retention
1. Identify issues with surveys 2. Compensation
• Studies show link when turnover rates rise financial performance is at risk
• HR practices can low4- er turnover o Opportunities o Training o Development
10-21
List and briefly explain the main decisions employers should address in reaching promotion
and other emp4-loyee life-cycle career decisions.
10-22
• Downsizing and mergers
10-30
Improving Performance at The Hotel Paris
• “Many hotel jobs are ‘dead end’; for example, maids and valets with no aspirations to move up, or are using these jobs temporarily, for instance, to help out w4-ith household expenses.”
informal • Vertical or
horizontal
• Look at Practical Considerations
• Gender Gap
4-
• Managing transfers • Managing retirements
10-26
Explain each of the main grounds for
4-
3. Selection 4. Professional growth 5. Meaningful work/ownership
10-7
Managing Employee Retention
6. Work–life balance 7. High engagement
4-
8. Data analytics 9. Counter offers 10. Workforce planning
Talent Management
• Job withdrawal
10-12
Explain why employee engagement is important,
and how to foster such engag4e- ment.
10-13
IMPROVING PERFORMANCE: HR Practices Around the Globe
10-16
Review
• Employee Engagement and Performance
• Employee Actions Th4-at Foster Engagement
10-17
Discuss what employers and supervisors can do to support employees’ career development
4-
• Layoffs and the Plant Closing Law • Adjusting to Downsizings and
Mergers
10-29
Review
• Managing dismissals
• Avoiding suits
• Liability
4-
• Exit process
• Career terminology • Careers today • Psychological contract
4-
• The employee’s role • Employer’s and Manager role • Employer Career Management Options
10-9
Managing Employee Retention
• Talent Management and Employee
Retention
4-
• Job withdrawal
o Dealing with job withdrawal
10-10
Review
• Identify issues with surveys • Compensation • Selection
ne4e- ds.
10-18
Career Management
• Career terminology
• Careers today
• Psychological
4-
contract
• The employee’s
role
10-19
Career Management
• The Employer’s Role o Depends on length of time employee is employed
10-31
Hotel Paris Strategy Chapter 10
3. Discuss what employers and supervisors can do to support employees’ career development needs.
10-2
Learning Objectives
4. List and briefly explain the main decisions employers should address in reaching promotion and other employee life-cycle4- career decisions.
1. Understanding how their departmentቤተ መጻሕፍቲ ባይዱcontributes to com4p- any success
2. Seeing how their efforts contribute to achieving company goals
3. Get a sense of accomplishment from work at the company
10-24
Making Promotion Decisions
• Look at Practical Considerations • Managing transfers
4-
• Managing retirements
10-25
Review
• Promotion decisions
• Measurement • Formal vs.
dismis4- sal.
10-27
Managing Dismissals
• Grounds for Dismissal • Avoiding Wrongful Discharge Suits
4-
• Supervisor Liability
10-28
Managing Dismissals
• The Exit Process and Termination Interview
10-23
Making Promotion Decisions
• The Gender Gap o Eliminate barriers o Improve networkin4-g, mentoring o Break the glass ceiling o Have flexible career tracks
• Employer Career Man4a- gement Options o Employee career planning form suggested
• Managers Role o Actively train, mentor, review performance
10-20
Review
10-8
IMPROVING PERFORMANCE: HR Practices Around the Globe
• IBM technology training program is improving o Employee retent4i-on o Minimizing layoffs o Resignations and o Turnover costs
10-14
Managing Employee Engagement
• Gallup survey o Business units that have employee engagement have 83% chance of performing above the company median o Those with the lo4w- est employee engagement have a 17% chance
• Watson Wyatt Worldwide survey o Highly engaged employees generate 26% higher revenue per employee
10-15
Managing Employee Engagement
Employee Actions That Foster Engagement
• First, do you agree with this statement—why, or why not? Second, list three more specific career activities you would recommend Lisa implement for these employees.
5. Explain each of the main grounds for dismissal.
10-3
Describe a comprehensive approach to retaining emplo4-yees.
10-4
IMPROVING PERFORMANCE: HR as a Profit Center
• Rio Tinto is a global mining corporation • Using metrics and measures, consulting
firm Towers Watson4- conducted an employee engagement survey so Rio Tinto could take the steps to: o Employee engagement and o Performance
10 Managing Employee Retention, Engagement, and Careers 4-
10-1
Learning Objectives
1. Describe a comprehensive approach to retaining employees.
2. Explain why employee engagement is important, and how 4t-o foster such engagement.