Dessler_hrm14_ ppt_10.pptHuman Recourse Management美國(guó)人力資源管理權(quán)威教輔課件

1、4-Copyright 2015 Pearson Education, Inc. 10-14-Copyright 2015 Pearson Education, Inc. 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 c

2、areer development needs. 10-24-Copyright 2015 Pearson Education, Inc. 4. List and briefly explain the main decisions employers should address in reaching promotion and other employee life-cycle career decisions.5. Explain each of the main grounds for dismissal.10-34-Copyright 2015 Pearson Education,

3、 Inc. 10-44-Copyright 2015 Pearson Education, Inc. HR as a Profit Center10-5Studies show link when turnover rates rise financial performance is at riskHR practices can lower turnovero Opportunitieso Training o Development4-Copyright 2015 Pearson Education, Inc. Costs of turnoverManaging voluntary tu

4、rnoverReducing voluntary turnover10-64-Copyright 2015 Pearson Education, Inc. 1. Identify issues with surveys2. Compensation3. Selection4. Professional growth5. Meaningful work/ownership10-74-Copyright 2015 Pearson Education, Inc. 10-86. Worklife balance7. High engagement8. Data analytics9. Counter

5、offers10. Workforce planning4-Copyright 2015 Pearson Education, Inc. HR Practices Around the GlobeIBM technology training program is improving o Employee retentiono Minimizing layoffs o Resignations ando Turnover costs10-94-Copyright 2015 Pearson Education, Inc. 10-10Talent Management and Employee R

6、etentionJob withdrawalo Dealing with job withdrawal4-Copyright 2015 Pearson Education, Inc. 10-11Identify issues with surveysCompensationSelectionProfessional growthMeaningful work/ownership4-Copyright 2015 Pearson Education, Inc. 10-12Worklife balanceHigh engagementData analyticsCounter offersWorkf

7、orce planning/ Talent Management Job withdrawal4-Copyright 2015 Pearson Education, Inc. 10-134-Copyright 2015 Pearson Education, Inc. HR Practices Around the GlobeRio Tinto is a global mining corporationUsing metrics and measures, consulting firm Towers Watson conducted an employee engagement survey

8、 so Rio Tinto could take the steps to:o Employee engagement ando Performance10-144-Copyright 2015 Pearson Education, Inc. 10-15Gallup surveyo Business units that have employee engagement have 83% chance of performing above the company median o Those with the lowest employee engagement have a 17% cha

9、nce Watson Wyatt Worldwide surveyo Highly engaged employees generate 26% higher revenue per employee4-Copyright 2015 Pearson Education, Inc. 10-16Employee Actions That Foster Engagement1. Understanding how their department contributes to company success2. Seeing how their efforts contribute to achie

10、ving company goals3. Get a sense of accomplishment from work at the company4-Copyright 2015 Pearson Education, Inc. 10-17Employee Engagement and PerformanceEmployee Actions That Foster Engagement4-Copyright 2015 Pearson Education, Inc. 10-184-Copyright 2015 Pearson Education, Inc. 10-19Career termin

11、ologyCareers todayPsychological contractThe employees role4-Copyright 2015 Pearson Education, Inc. 10-20The Employers Role o Depends on length of time employee is employedEmployer Career Management Optionso Employee career planning form suggestedManagers Roleo Actively train, mentor, review performa

12、nce4-Copyright 2015 Pearson Education, Inc. 10-21 Career terminology Careers today Psychological contract The employees role Employers and Manager role Employer Career Management Options 4-Copyright 2015 Pearson Education, Inc. 10-224-Copyright 2015 Pearson Education, Inc. 10-231.Is seniority or com

13、petence the rule?2.How should we measure competence?3.Is the process formal or informal?4.Vertical, horizontal, or other?4-Copyright 2015 Pearson Education, Inc. 10-24The Gender Gapo Eliminate barrierso Improve networking, mentoringo Break the glass ceilingo Have flexible career tracks4-Copyright 20

14、15 Pearson Education, Inc. 10-25Look at Practical ConsiderationsManaging transfersManaging retirements4-Copyright 2015 Pearson Education, Inc. 10-26 Look at Practical Considerations Gender GapManaging transfers Managing retirementsPromotion decisionsMeasurementFormal vs. informalVertical or horizont

15、al 4-Copyright 2015 Pearson Education, Inc. 10-274-Copyright 2015 Pearson Education, Inc. 10-28Grounds for DismissalAvoiding Wrongful Discharge SuitsSupervisor Liability4-Copyright 2015 Pearson Education, Inc. 10-29The Exit Process and Termination InterviewLayoffs and the Plant Closing LawAdjusting

16、to Downsizings and Mergers4-Copyright 2015 Pearson Education, Inc. 10-30Managing dismissalsAvoiding suitsLiabilityExit processDownsizing and mergers4-Copyright 2015 Pearson Education, Inc. “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 with household expenses.” Fir