PART THREE TRAINING AND DEVELOPMENT CHAPTER T Ten Employee Retention, Engagement, and Careers 10 Lecture Outline Strategic Overview Managing Employee Turnover and Retention Costs of Turnover Managing Voluntary Turnover Retention Strategies A Comprehensive Approach to Retaining Employees Managing Involuntary Turnover Talent Management and Employee Retention Job Withdrawal Employee Engagement Why Engagement is Important? Actions that Foster Engagement Monitoring Employee Engagement Career Management Basics Career Terminology Careers Today Psychological Contract The Employee’s Role in Career Management The Employer’s Role Career Management Systems Gender Issues in Career Development The Manager’s Role Improving Coaching Skills Building Your Coaching Skills Building Your Mentoring Skills Improving Productivity through HRIS Making Promotion Decisions 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 Other? Practical Considerations Sources of Bias in Promotion Decisions Promotions and the Law Managing Transfers Managing Retirements In Brief: This chapter gives good advice and tools for managing careers. It also covers the issue of building communications with employees through guaranteed fair treatment programs and employee discipline. Proper handling of dismissals and separations, including retirement are explored. Interesting Issues: In recent years, many employees have taken early retirement, but many experts believe that the next generation will have to retire later in order to continue to fund the retirement of those retiring now. Social Security has already increased the age at which future generations will be eligible for benefits. Management will need to find ways to stimulate career interests of older employees to keep them motivated and productive. Firms will also need to find ways to ease labor shortages by attracting those who may have already retired. LEARNING OUTCOMES Describe a comprehensive approach to retaining employees. Explain why employee engagement is important, and how to foster such engagement. Discuss what employers and supervisors can do to support employees’ career development needs. List and discuss the four steps in effectively coaching an employee. List the main decisions employers should address in reaching promotion decisions. ANNOTATED OUTLINE I. Managing Employee Turnover and Retention Turnover is an expensive cost for organizations. Understanding more about the costs and causes of turnover is crucial for companies. Costs of Turnover – There are tangible and intangible costs associated with turnover. Reducing turnover requires identifying and managing the reasons for both voluntary and involuntary turnover. Managing Voluntary Turnover – Voluntary turnover occurs for many reasons including job dissatisfaction, poor pay, a lack of promotional opportunities, work-life balance issues, and inadequate health-care benefits. Retention Strategies for Reducing Voluntary Turnover – Any strategy begins with identifying the causes of turnover. An company example if provided as an example. A Comprehensive Approach to Retaining Employees – Experts suggest companies build their retention programs around the following: selection, professional growth, provide career direction, meaningful work and ownership, recognition and rewards, culture and environment, promote work-life balance, and acknowledge achievements. Managing Involuntary Turnover – Involuntary turnovers are inevitable. The employer will have to let some employers go when jobs are restructured or when competitive pressures necessitate reductions in the workforce. However, dismissals due to poor performance are sometimes avoidable. Reviewing and improving recruitment, selection, training, appraisal, and compensation/incentive plans can reduce dismissals by addressing the reasons for poor performance Talent Management and Employee Retention – Firms that take a talent management approach to retaining employees focus augmented retention efforts on the company’s mission-critical employees. Job withdrawal is any action which places physical or psychological distance between the employee and the organization. II. Employee Engagement Why is Engagement Important? Engaged employees are more likely to perform above the company average. Actions that Foster Engagement – Figure 10-2 summarizes the managerial actions that foster employee engagement. Monitoring Employee Engagement – An organization must assess employee engagement. One way to do this is to see if employees go above and beyond required duties. * NOTES Educational Materials to Use III. Career Management A. Careers Terminology – We may define career as the “occupational positions a person has had over many years.” Many people look back on their careers, knowing that what they might have achieved they did achieve, and that their career goals were satisfied. Career management, career development, and career planning are defined. B. Careers Today – Recessions, mergers, outsourcing, consolidations, and more or less endless downsizing have changed the ground rules. More often employees find themselves having to reinvent themselves. C. Psychological Contract - What the employer and employee expect of each other is part of what psychologists call a psychological contract. The psychological contract identifies each party's mutual expectations. The Employee’s Role in Career Management – An individual must accept responsibility for his/her own career; assess his/her own interests, skill, and values; and take the steps required to ensure a happy and fulfilling career. Finding a mentor who can be a sounding board is often helpful. Mentoring programs can be informal or formal. The Employer’s Role in Career Management – Employers can support career development efforts in many ways. The means for helping to further an employee’s career depend on the length of time the employee has been with the firm Career Management Systems – Career development systems needn’t be complicated. Just receiving performance feedback, having individual development plans, and having access to nontechnical skills training is enough for most employees, but a large portion of companies do not provide these services. Gender Issues in Career Development - Women report greater barriers (such as being excluded from informal networks) than do men and more difficulty getting developmental assignments and geographic mobility opportunities. Many call this combination of subtle and not-so-subtle barriers to women’s progress the glass ceiling. Organizations need to be aware of it and try to eliminate it. The Manager’s Role - The manager can do several things to support his or her subordinates’ career development needs: schedule regular performance appraisal, make expectations clear, and focus on the extent to which the employee’s current skills and performance match career aspirations. * NOTES Educational Materials to Use IV. Improving Coaching Skills Coaching and the closely related mentoring are thus key managerial skills. Coaching means educating, instructing, and training subordinates. Mentoring means advising, counseling, and guiding. Coaching involves teaching shorter-term job-related skills. Mentoring focuses on helping employees navigate longer-term career hazards. Building Your Coaching Skills – Coaching and mentoring require both analytical and interpersonal skills. Coaching does not mean just telling someone what to do. We can best think of coaching in terms of a four-step process: preparation, planning, active coaching, and follow-up. Building Your Mentoring Skills - Mentoring may be formal or informal. Either form can be successful. Mentoring caveats, advice for the effective mentor, and mentee responsibilities are discussed. Improving Productivity through HRIS: Integrating Talent Management and Career and Succession Planning – It doesn’t make sense to isolate activities like career planning, succession planning, performance appraisal, and training. Various software systems enable employers to integrate these important programs. * NOTES Educational Materials to Use IV. Making Promotion Decisions Promotions usually provide opportunities to reward the exceptional performance of tested and loyal employees. However, unfairness, arbitrariness, or secrecy can diminish the effectiveness of the promotion process for all concerned. Decision 1: Is Seniority or Competence the Rule? Today’s focus on competitiveness favors competence. However, union agreements and civil service regulations often emphasize seniority. Decision 2: How Should We Measure Competence? Define the job, set standards, use one or more appraisal tools to record the employee’s performance, and use a valid procedure for predicting a candidate’s potential for future performance. Decision 3: Is the Process Formal or Informal? Each firm will determine whether the promotional process is formal or informal. Decision 4: Vertical, Horizontal, or Other? Promotions can be vertical (within the same functional area) or horizontal (in different functional areas). Practical Considerations – There are several practice steps that should be taken by employers and managers: 1) establish eligibility requirements; 2) review the job description; 3) review candidates’ performance and history, and 4) hire only those who meet the requirements. Sources of Bias in Promotion Decisions – Women and people of color still experience relatively less career progress in organizations, and bias and more subtle barriers are often the cause. Yet this is not necessarily the result of decision makers’ racist sentiments. Instead, secondary factors—such as having few people of color employed in the hiring department—may be the cause. In any case, the bottom line seems to be that whether it’s bias or some other reason, questionable barriers still exist. Employers and supervisors need to identify and abolish them. Promotions and the Law – Employer promotions must comply with all antidiscrimination laws. Managing Transfers – Transfers are moves from one job to another, usually with no change in salary or grade. The frequent relocating of transfer employees has been assumed to have a damaging effect on transferees’ family life. Transfers are also financially costly. Managing Retirements – Some employers are instituting formal pre-retirement counseling aimed at easing the passage of their employees into retirement. A large majority of employees have said they expect to continue to work beyond the normal retirement age. Part-time employment is an alternative to outright retirement. Employers can benefit from retirement planning by becoming able to anticipate labor shortages. DISCUSSION QUESTIONS 1. Why it is advisable for an employee retention effort to be comprehensive? To what extent does IBM’s on-demand program fit that description and why? Answer: Retaining quality employees is important to firm success because 1) great employees do great work, and 2) turnover is expensive. Student answers will vary, but IBM’s system is a comprehensive plan to increase retention. A comprehensive employee retention effort addresses multiple aspects of employee satisfaction, such as work-life balance, career development, and compensation, to effectively reduce turnover. IBM's on-demand program aligns with this approach by offering flexibility, personalized career paths, and opportunities for skill development, catering to diverse employee needs and preferences. This holistic strategy helps in retaining a diverse workforce by meeting varied expectations and fostering a supportive work environment. 2. Explain why employee engagement is important, and how to foster such engagement. What exactly would you as a supervisor do to increase your employee’s engagement? Answer: Employee engagement is important because the more engaged employees are the lower turnover is and the greater performance becomes. Student answers will vary, but look for them to include some of the concepts in Figure 10-2. Employee engagement is crucial because it leads to higher productivity, better job satisfaction, and reduced turnover. To foster engagement, supervisors can provide clear communication, recognize achievements, offer growth opportunities, and create a positive work environment. As a supervisor, I would actively listen to employees, set clear goals, provide constructive feedback, and involve them in decision-making to increase their sense of ownership and motivation. 3. What is the employee’s role in the career development process? The manager’s role? The employer’s role? Answer: Employees must understand that it is their role to take charge of their own career development. The manager should support the employee’s career development needs and schedule regular performance appraisals. The employer’s role depends on how long the employee has been with the organization, but it should include providing a process and a structure to develop employee careers. Employee's Role: Employees are responsible for identifying their career goals, seeking out development opportunities, and taking initiative in their professional growth. Manager's Role: Managers support career development by providing guidance, feedback, and resources. They help identify strengths and areas for improvement and facilitate opportunities for skill enhancement. Employer's Role: Employers create a conducive environment for career growth by offering training programs, mentorship, and clear career paths. They invest in employee development and align opportunities with organizational goals. 4. List and discuss the four steps in effectively coaching an employee. How could (and would) a professional football coach apply these steps? Answer: The four steps in coaching are preparation, planning, active coaching, and follow-up. Preparation means understanding the problem, the employee, and the employee’s skills. Planning requires reaching agreement on the problem and on what to change. Active coaching involves acting as a teacher and offering advice and ideas on ways employees can improve. Sometimes follow-up is necessary to make sure employees are on track. Answers on the second part will vary but should include these four concepts. The four steps in effectively coaching an employee are: 1. Establish a Relationship: Build trust and rapport with the employee to create a supportive and open communication channel. In professional football, a coach would get to know the players personally and professionally, fostering mutual respect. 2. Set Clear Goals: Define specific, measurable, achievable, relevant, and time-bound (SMART) goals. A football coach would set performance targets, such as improving specific skills or achieving certain metrics in games. 3. Provide Feedback and Guidance: Offer constructive feedback regularly, highlighting strengths and areas for improvement. A coach would review game footage with players, point out mistakes, and provide strategies for improvement. 4. Follow Up and Support: Continuously monitor progress and offer ongoing support and encouragement. A football coach would track players' progress throughout the season, adjusting training plans as needed and motivating the team. By applying these steps, a football coach can effectively develop players' skills, improve team performance, and foster a positive and growth-oriented environment. 5. What are the main decisions employers should address in reaching promotion decisions? Answer: The decisions to make are: 1) Is seniority or competence the rule? 2) How should we measure competence? 3) Is the process formal or informal? 4) Is the process vertical, horizontal, or other? INDIVIDUAL AND GROUP ACTIVITIES 1. Many rightfully offer IBM as an example of an employer that works hard to improve employee retention and engagement. Browse through the employment pages of IBM.com’s Website (such as http://www03.ibm.com/employment/build_your_career.html). In this chapter, we discussed actions employers can take to improve employee retention and engagement. From the information on IBM’s Web pages, what is IBM doing to support retention and engagement? Answer: Look for students to integrate the principles in this chapter in their analysis and suggestions IBM's efforts to improve employee retention and engagement are multi-faceted and comprehensive. They prioritize a holistic employee experience, focusing on both professional and personal development. Key initiatives include: 1. Career Development & Skill Building: IBM offers programs like Skills Build and apprenticeships to upskill and reskill employees, ensuring they remain competitive and satisfied in their roles. The company also uses AI-powered learning platforms to provide personalized training (IBM United states). 2. Diversity and Inclusion: IBM emphasizes equal opportunities and a diverse workforce. They provide support for various communities, including women, LGBTQ+, and underrepresented minorities. Initiatives like the P-TECH school and partnerships with HBCUs promote diversity in tech fields 3. Flexible Work Arrangements & Well-being: IBM supports flexible work options, such as remote work and accommodating individual needs, to foster a positive work-life balance. They also focus on employee well-being, providing resources and support throughout different life stages 4. Engagement and Recognition: The company fosters engagement by encouraging open communication and celebrating employee achievements. They use feedback tools like engagement surveys and maintain an open-door policy to ensure employees feel heard and valued Overall, IBM’s strategies are designed to create a positive, inclusive, and growth-oriented work environment, thereby enhancing employee satisfaction and retention. 2. In groups of four or five students, meet with one or two administrators and faculty members in your college or university, and, based on this, write a two-page paper on the topic, “The faculty promotion process at our college.” What do you think of the process? Could you make any suggestions for improving it? Answer: Look for students to integrate the principles in this chapter in their analysis and suggestions. To write a two-page paper on "The Faculty Promotion Process at Our College," you would start by meeting with one or two administrators and faculty members to gather information about the current promotion procedures. Here’s a general outline and potential suggestions for improvement: Outline 1. Introduction • Briefly describe the importance of the faculty promotion process. • State the purpose of the paper: to evaluate the current process and suggest improvements. 2. Current Promotion Process • Criteria for Promotion: Discuss the main criteria used to evaluate faculty for promotion, such as teaching excellence, research contributions, service to the college, and community involvement. • Review Process: Describe the steps involved, including self-evaluation, peer reviews, student evaluations, and administrative reviews. • Decision-Making Bodies: Identify the committees or individuals responsible for making promotion decisions. • Timeline and Transparency: Explain the timeline for the promotion process and how transparent it is to faculty members. 3. Evaluation of the Process • Strengths: Highlight aspects of the process that work well, such as clear criteria, fair evaluation methods, and support for faculty development. • Weaknesses: Discuss any issues identified, such as lack of transparency, unclear criteria, or perceived biases. 4. Suggestions for Improvement • Enhanced Transparency: Suggest more transparent communication about the criteria and process, possibly through workshops or detailed guidelines. • Support for Professional Development: Recommend additional resources or mentoring programs to help faculty meet promotion criteria. • Regular Feedback: Propose regular feedback mechanisms throughout the year to help faculty improve in areas identified as weak. • Diversity and Inclusion: Suggest ensuring that the promotion process is fair and inclusive, possibly by having diverse review committees. 5. Conclusion • Summarize the key findings and suggestions. • Reiterate the importance of a fair and transparent promotion process for faculty morale and institutional excellence. Personal Reflection Based on the process, you could reflect on whether it aligns with the values of meritocracy, transparency, and support for professional growth. Consider if the process adequately recognizes diverse contributions, such as innovative teaching methods or community engagement, which may not always align with traditional metrics like research publications. Suggestions for Improvement • Improving Communication: More regular and open communication about expectations and criteria can demystify the process. • Incorporating Broader Metrics: Including metrics that value a wider range of faculty contributions, such as mentorship or public service, could make the process more inclusive. • Feedback and Support: Implementing a system for providing constructive feedback and support throughout the faculty's career, not just during the promotion evaluation period, can help in continuous professional development. By gathering and analyzing the information from your college’s administrators and faculty, and reflecting on the current process, you can create a comprehensive paper that not only describes the faculty promotion process but also provides thoughtful suggestions for its improvement. 3. Working individually or in groups, choose two occupations (such as management consultant, HR manager, or salesperson) and use some of the sources such as O*NET to make an assessment of the future demand for this occupation in the next 10 years or so. Does this seem like a good occupation to pursue? Why or why not? Answer: Students should be able to support their conclusions with data and information from these sources. Occupation 1: Data Scientist Future demand for data scientists is expected to grow significantly due to the increasing reliance on data-driven decision-making across industries. According to the U.S. Bureau of Labor Statistics (BLS) and ONET, employment in this field is projected to grow much faster than average, with a 31% increase from 2020 to 2030. This high demand makes it a promising career path due to lucrative salaries and diverse opportunities. Occupation 2: Healthcare Administrator The demand for healthcare administrators is also expected to rise, driven by an aging population and the expansion of healthcare services. The BLS projects a 32% growth in employment for medical and health services managers from 2020 to 2030. This occupation offers job stability and a good salary, making it a viable career option. Both occupations show strong future demand, making them good choices for career pursuits due to job security and growth opportunities. 4. In groups of four or five students, interview a small business owner or an HR manager with the aim of writing a 2-page paper addressing the topic “Steps our company is taking to reduce voluntary employee turnover.” What is this employer’s turnover rate now? How would you suggest it improve its turnover rate? Answer: Look for students to integrate the principles in this chapter in their analysis and suggestions To write a two-page paper on "Steps Our Company is Taking to Reduce Voluntary Employee Turnover," you should interview a small business owner or an HR manager. Here’s a brief outline and potential suggestions for improving turnover rates: Current Turnover Rate • Turnover Rate: The company's current voluntary turnover rate is [specific percentage or qualitative description]. • Current Initiatives: The company is implementing initiatives such as employee engagement programs, flexible work schedules, competitive compensation, and career development opportunities. Suggestions for Improvement 1. Enhanced Career Pathing: Offer clear career progression opportunities to employees to retain talent and reduce turnover. 2. Employee Well-being Programs: Implement wellness initiatives that focus on mental health, work-life balance, and overall well-being. 3. Feedback and Recognition: Foster a culture of regular feedback and recognition to make employees feel valued and appreciated. 4. Improving Work Environment: Create a positive and inclusive work environment that encourages collaboration and respect. By focusing on these areas, the company can potentially lower its turnover rate and improve employee satisfaction and retention. 5. The HRCI “Test Specifications” appendix at the end of this book lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In groups of four to five students, do four things: (1) review that appendix now; (2) identify the material in this chapter that relates to the required knowledge the appendix lists; (3) write four multiple-choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and (4) if time permits, have someone from your team post your team’s questions in front of the class, so the students in other teams can take each others’ exam questions. Answer: Material that would be relevant to the exam includes the sections on career development programs, career records/job posting systems, managing fair treatment, grounds for dismissal, avoiding wrongful discharge suits, termination interviews, layoffs and the plant closing law, and retirement 1. Review the HRCI "Test Specifications" appendix to understand required HR knowledge areas. 2. Identify chapter material relevant to Strategic Management, Workforce Planning, and Human Resource Development. 3. Write four multiple-choice questions based on these areas, ensuring they are suitable for the HRCI exam. 4. If time permits, present your questions to the class for a collaborative review. This approach helps prepare for the HRCI exam and reinforces HR concepts through practical application. 6. Several years ago, a survey of recent college graduates in the United Kingdom found that although many hadn’t found their first jobs, most were already planning “career breaks” and to keep up their hobbies and interests outside work. As one report of the findings put it, “the next generation of workers is determined not to wind up on the hamster wheel of long hours with no play.” Part of the problem seems to be that many already see their friends “putting in more than 48 hours a week” at work. Career experts reviewing the results concluded that many of these recent college grads “are not looking for high-pay, high-profile jobs anymore.” Instead they seem to be looking to “compartmentalize” their lives; to keep the number of hours they spend at work down, so that they can maintain their hobbies and outside interests. So, do you think these findings are as popular in the United States as they appear to be in the United Kingdom? If so, if you were mentoring one of these people at work, what three specific bits of career advice would you give to him or her? Why? What (if anything) would you suggest their employers do to accommodate there graduates’ stated career wishes? Answer: The advice needs to be relevant to the issues surrounding the blending of this world view with the political realities of the workforce. In the U.S., there's a growing trend among younger workers seeking work-life balance, much like in the U.K. For mentoring such individuals, I’d advise: 1) Set clear boundaries between work and personal time. 2) Prioritize roles that align with personal interests. 3) Seek flexible work arrangements. Employers can accommodate this by offering flexible schedules, remote work options, and emphasizing work-life balance in company culture. 7. Sporting News (http://aol.sportingnews.com/ncaa-basketball/story/2009-07-29/sporting-news-50-greatest-coaches-all-time) ran a story listing what they called the fifty greatest basketball coaches. Look at this list, and pick out two of the names. Then research these people on line to determine what behaviors they exhibited that seem to account for why they were great coaches. How do these behaviors compare with what this chapter had to say about effective coaching? Answer: Student conclusions should accurately reflect the concepts in this chapter on coaching. Two of the coaches from the list are Phil Jackson and Pat Riley. Phil Jackson is known for his strong leadership, ability to manage star players, and use of mindfulness techniques. Pat Riley is recognized for his motivational skills, strategic adaptability, and rigorous discipline. These behaviors align with effective coaching principles discussed in the chapter, which emphasize leadership, adaptability, and the ability to motivate and manage diverse teams. EXPERIENTIAL EXERCISES & CASES Experiential Exercise: Where am I Going and Why? This exercise asks students to analyze their careers. They have to determine their career interests, examine the prospects of that career, and write a one-page career plan. Application Case: Google Reacts 1. Without doing any further research than what you learned in this chapter, what other steps would you suggest Google take to improve employee retention? Answer: Student answers will vary. To improve employee retention, Google could focus on: 1) Enhancing career development opportunities to support growth and advancement. 2) Increasing work-life balance through flexible work arrangements. 3) Strengthening employee recognition programs to boost morale and job satisfaction. 4) Offering competitive compensation and benefits. 5) Encouraging a supportive and inclusive company culture. 2. Was there any information in previous chapters of this book that would help to illustrate other steps Google took to improve retention? Answer: Look for students to pull information from previous chapters (e.g. the selection chapter). Yes, previous chapters likely covered topics such as employee engagement, the importance of leadership in retention, and organizational culture. Information on effective communication strategies, employee feedback systems, and the role of professional development could illustrate how Google improved retention by addressing these areas. 3. Use other Internet sources, including Google.com, to finalize an answer to the question. What other steps should Google take to improve employee retention? Answer: Student answers will vary depending on the websites they use To enhance employee retention, Google could consider the following additional steps based on recent research and expert recommendations: 1. Enhanced Mental Health Support: Provide comprehensive mental health resources and support systems to address employee well-being. 2. Improved Career Path Transparency: Offer clear career progression pathways and regular feedback to help employees understand and plan their career growth. 3. Strengthened Work-Life Integration: Implement policies that support work-life integration, including more flexible remote work options and family support programs. 4. Increased Employee Autonomy: Foster a culture of trust by giving employees more autonomy and decision-making power in their roles. 5. Focus on Diversity and Inclusion: Ensure that diversity and inclusion initiatives are robust, with tangible goals and accountability, to create a more inclusive workplace. These strategies align with current best practices in employee retention and can help Google further improve its retention rates. Continuing Case: Carter Cleaning Company – The Career Planning Program 1. What would be the advantages to Carter Cleaning Company of setting up such a career planning program? Answer: Some examples of the advantages of setting up a career planning program for employees include increasing job satisfaction, helping employees navigate through the company, and helping employees think about and plan their careers. 2. Who should participate in the program, and why? All employees? Selected employees? Answer: Students should justify why they think certain employees should or should not participate in the program. The career planning program should involve all employees, as it ensures that everyone has equal opportunities for growth and development. Including all staff helps identify and nurture potential leaders, improves overall job satisfaction, and fosters a more engaged workforce. Additionally, it allows for tailored career paths that align with individual goals and organizational needs. 3. Outline and describe the program you would propose for the cleaners, pressers, counter people, and managers at the Carter Cleaning Company. Answer: Based on the career planning activities discussed in the chapter, students should design a tailored career planning and development program for the employees. 1. Career Assessment: Evaluate skills and aspirations to tailor development plans. 2. Personalized Development Plans: Create specific career goals and paths for each employee. 3. Training and Skill Development: Provide workshops and courses for skill enhancement. 4. Mentorship Program: Pair employees with mentors for guidance and growth. 5. Regular Reviews and Feedback: Offer periodic evaluations to track progress and recognize achievements. Translating Strategy into HR Policies and Practices Case: The Hotel Paris: The New Career Management System – In this case, with every hotel employee “on the front line” HR manager Lisa Cruz must find ways to help employees have successful and satisfying careers by instituting a career management system. 1. “Many hotel jobs are inherently ‘dead end’—maids, laundry workers, and valets, for instance, either have no great aspirations to move up, or are just using these jobs temporarily, for instance, to help out with household expenses.” First, do you agree with this statement? Why, or why not? Second, list three specific career activities you would recommend Lisa implement for these employees. Answer: There are no dead-end jobs; every job offers an employee the opportunity to be seen and if performing successfully, to be considered for other jobs within the organization. Some possible career activities include job posting programs, educational assistance, career pathing, job rotation, etc. 2. Build on the company’s current performance management system by recommending two other specific career development activities the hotel should implement. Answer: The hotel should use the performance management system to do specific career counseling. First, however, a training program to assist supervisors in how to coach employees should be developed. 3. What specific career development activities would you recommend in light of the fact that the Paris hotels and employees are disbursed around the world? Answer: Answers will vary. Discuss the feasibility of expatriation programs in a hotel environment. 1. Online Training Modules: Implement accessible e-learning courses for skill development. 2. Virtual Workshops and Webinars: Host online sessions for professional growth and networking. 3. Global Mentorship Program: Pair employees with mentors from different locations via virtual meetings. 4. Regular Virtual Check-Ins: Conduct online performance reviews and feedback sessions. 5. International Knowledge Sharing: Create platforms for sharing best practices and experiences across locations. Solution Manual for Human Resource Management Gary Dessler 9780132668217, 9780134235455, 9780135172780
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