31/07/2021 1 CHAPTER 4 EMPLOYMENT ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 A C o m pr eh en si ve “O n bo ar di ng ” P ro g ra m Sun Microsystems h[.]
31/07/2021 31-Jul-21 ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực Khoa Kinh tế Quản lý nguồn nhân lực CHAPTER 4: EMPLOYMENT A Comprehensive “Onboarding” Program Sun Microsystems has jettisoned the typical orientation program that involves filling out mountains of paperwork Instead, new employees learn about the company through an interactive video game When they arrive at their desks, new hires receive welcome notes and other company-themed paraphernalia There are also opportunities to join online social networks to form relationships with established employees Forms must still be filled out during orientation, of course, but the entire process has been integrated with the company’s human resource information systems, and hiring managers can guide employees through a checklist of requirements relatively quickly and efficiently This level of attention and guidance is certainly not typical — many companies still engage in minimal, low-cost efforts to facilitate newcomer engagement — but Sun believes that the returns from the system are well worth the expenditures 31-Jul-21 2 31/07/2021 • Summarize the purpose and process of employee orientation • Develop effective plans for internal staffing Learning Objectives • Recognize the different reasons employees leave their jobs • Evaluate the costs and benefits of turnover • Learn about the variety of techniques companies use to limit turnover 31-Jul-21 3 • 4.1 New Employee Orientation Contents • 4.2 Internal Staffing Processes • 4.3 Employee Turnover/ Termination 31-Jul-21 4 31/07/2021 4.1 New Employee Orientation • 4.1.1.Concepts • 4.1.2 Contents of an orientation program • 4.1.3 The orientation processes 31-Jul-21 3.1.1 Concepts • Employee orientation (or onboarding) provides new employees with the information they need to function (such as computer passwords and company rules); ideally, though, it should also help new employees start getting emotionally attached to the firm • The newcomer is likely entering a situation of uncertainties and unknowns How the organization responds to the situation will have an important impact on how well the newcomer adapts to the job and remains with the organization 31-Jul-21 31/07/2021 Goals of an Orientation Program • Make the new employee feel welcome and at home and part of the team • Make sure the new employee has the basic information to function effectively, such as email access, personnel policies and benefits, and what the employer expects in terms of work behavior • Help the new employee understand the organization in a broad sense (its past, present, culture, and strategies and vision of the future) • Start the person on becoming socialized into the firm’s culture, values, and ways of doing things 31-Jul-21 4.1.2 Contents of an orientation program • People — meeting and learning about coworkers, key contacts, informal groups and gatherings, and networks; becoming accepted and respected by these people as “one of the gang” • Performance proficiency — becoming very familiar with job requirements; mastering tasks; having an impact on performance results; and acquiring necessary KSAOs for proficiency in all aspects of the job • Organization goals and values — learning of the organization’s goals; accepting these goals and incorporating them into the line of sight for performance proficiency; learning about values and norms of desirable behavior (e.g., working late and on weekends; making suggestions for improvements) 31-Jul-21 31/07/2021 Contents of an orientation program (cont.) • Politics — learning about how things really work; becoming familiar with key players and their quirks; taking acceptable shortcuts; schmoozing and networking • Language — learning special terms, buzzwords, and acronyms; knowing what not to say; learning the jargon of people in the trade or profession • History — learning about the origins and growth of the organization; becoming familiar with customs, rituals, and special events; understanding the origins of the work unit and the backgrounds of people in it 31-Jul-21 10 Considerations • These topics of information for an orientation program, delivery of which is accomplished via written materials, online services, training programs, meetings with various people, and visual inspection (e.g Employee Handbook) • Note that these activities are spaced out rather than concentrated in just the first day of work for the newcomer 31-Jul-21 10 31/07/2021 11 4.1.3 The Orientation Processes • The human resource specialist (or, in smaller firms,the office manager) usually performs the first part ofthe orientation by explaining basic matters like working hours, benefits, and vacations • The supervisor continues the orientation by explaining the organization of the department and by introducing the person to his or her new colleagues, familiarizing the new employee with the workplace, and helping to reduce first-day jitters • Follow up on and encourage new employees to engage in activities (such as taking breaks with current employees) that will enable each to learn the ropes and become productive • It may include videos, lectures by company officers, and exercises covering matters like company history, vision, and values 31-Jul-21 11 12 4.2 Internal Staffing Processes • Open systems serve as a safety valve, retention-wise, in that employees are encouraged to look internally for new job opportunities, and managers benefit by seeking internal candidates rather than going outside the organization • The organization should also think of ways outside the realm of its traditional internal staffing systems to provide attractive internal alternatives to its employees: • Transfer (across levels) • Promotion (up levels) • Demotion (down levels) 31-Jul-21 12 31/07/2021 Mercer Management Consulting has developed a rotational externship program for some of its consultants These consultants are allowed to take on a Rotational Externship Program full-time operational role for a client for 6–24 months, rather than handle multiple clients The consultant gets the satisfaction of seeing a project through to completion and gains valuable operating experience In the spirit of the “if you love something, set it free” saying, it is hoped that these consultants will return to Mercer at the end of the project 31-Jul-21 13 13 Another example is a temporary internal transfer system used by Interbrand Group, a unit of Omnicom Group A Temporary Internal Transfer Certain high-performing employees are offered shortterm transfers to any of its 26 offices worldwide The lateral moves can last from three months to one year The transfers allow employees to make a change in their lives without quitting their jobs 31-Jul-21 14 14 31/07/2021 15 Questions to Ask in Making Internal Staffing Decisions • Is the performance appraisal process reliable and unbiased? • Is the present job content representative of future job content? • Have the KSAOs required for performance in the future job(s) been acquired and demonstrated in the previous job(s)? • Is the organizational or job environment stable such that what led to past job success will lead to future job success? 31-Jul-21 15 16 Considerations • If organizations rely on performance appraisals to make internal staffing decisions, a challenge is to ensure that performance measures are interpreted similarly by raters This is especially the case when ratings from multiple sources (e.g., supervisors, peers, and direct reports) are obtained • For internal staffing, the job offer is being made to induce the employee to accept a new job assignment or to attempt to retain the employee by making a counteroffer to an offer the employee has received from another organization It will likely require separate job offer strategies and policies 31-Jul-21 16 31/07/2021 17 4.3 Employee Turnover • Turnover is often seen as a detriment to organizational performance, there may be several functional outcomes, including reduced labor costs and elimination of unqualified employees • Turnover analyses include measuring turnover, determining employees’ reasons for leaving, and assessing the costs and benefits of turnover 31-Jul-21 17 18 Types of Turnover • Voluntary (initiated by the employee) • Involuntary (initiated by the organization) 31-Jul-21 18 31/07/2021 19 Voluntary (initiated by the employee) 31-Jul-21 19 20 Involuntary (initiated by the organization) Discharge • Discipline • Poor performance Downsizing • Permanent layoff • Temporary layoff • Site or plant closing, relocation • Redundancy due to a merger or acquisition 31-Jul-21 20 10 31/07/2021 21 Causes (Drivers) of Voluntary Turnover 31-Jul-21 21 22 Turnover Rate Measurement Turnover Rate = 100 Use of this formula to calculate turnover rates will require data on, and decisions about, the following: • (1) the time period of interest (e.g., month, year), • (2) the type of employee “counts” (e.g., full time only, part time, seasonal), • (3) a determination of how to calculate the average number of employees over the time period, such as a straight or weighted average 31-Jul-21 22 11 31/07/2021 23 Turnover Rate Measurement (cont.) • An alternative metric, focused on retention, is assessing how long employees remain in their jobs after hire In this case, an organization looks at the average level of tenure possessed by employees • This information is often similar to the results from assessing turnover rates: • with high turnover rates corresponding to low employment duration, • and low turnover rates corresponding to high employment duration • However, employment duration frames the information on turnover differently by quantifying the retention of existing employees 31-Jul-21 23 24 Benchmarks of Turnover Rate • One type of benchmark is internal, looking at trends in the organization’s own turnover data over time Such trend analysis is very useful for identifying where turnover problems are worsening or improving and for evaluating the effectiveness of retention initiatives • The other form of benchmarking is external, in which the organization compares its own data with the current turnover rates and trends of other organizations • Measuring turnover rates and benchmarks provides preliminary information on the scope of the turnover situation for an organization To learn more about the specific reasons underlying exit decisions, however, more in-depth probing of employee motivation is necessary and can be obtained through exit interviews and post-exit surveys 31-Jul-21 24 12 31/07/2021 25 Exit Interviews • Exit interviews are formally planned and conducted discussions with departing employees • These are interviews, usually conducted by a human resource professional just prior to the employee leaving; they elicit information about the job or employer with the aim of giving employers insights into what is right or wrong about their companies • Exit interview questions include: Why did you join the company? Was the job presented correctly and honestly? Were there any special problem areas? 31-Jul-21 25 26 31-Jul-21 26 13 31/07/2021 27 Costs and Benefits of Turnover • Costs, both financial and nonfinancial in nature, and benefits may be estimated for each of the three types of turnover • Voluntary Turnover • Discharge • Downsizing • Most involve actual costs or benefits, though some are potential, depending on how events transpire 31-Jul-21 27 28 Voluntary Turnover • Costs • Financial Costs • HR staff and manager’s time (e.g., exit interview, payroll, benefits) • Temporary coverage (e.g., temporary employee, overtime pay for current employees) • Other Costs • Production and customer service delays or quality decreases • Lost or unacquired clients; Employee goes to competitor or forms competitive business • Contagion—other employees decide to leave; Teamwork disruptions • Replacement and training costs 28 • Benefits • Replacement employee better performer and organization citizen than last employee • New KSAO and motivation infusion to organization • Opportunity to restructure work unit • Savings from not replacing employee • Vacancy creates transfer or promotion opportunity for others • Replacement less expensive in salary and senioritybased benefits 31-Jul-21 14 31/07/2021 29 Discharge • Costs • Financial Costs • Same as for voluntary turnover plus possible contract buyout (salary, benefits, perks) • Other Costs • Manager and HR staff time handling problem employee • Grievance, alternative dispute resolution • Possibility of lawsuit, loss of lawsuit, settlement or remedy • Damage to labor – management relations • Replacement and training costs • Benefits • Departure of low-value employee • High-value employee replacement possibility • Reduced disruption for manager and work unit • Improved performance management and disciplinary skills 31-Jul-21 29 30 Downsizing • Costs • Financial Costs • HR staff and manager’s time in planning, implementing, and handling layoff • Early retirement package; Voluntary severance package; Involuntary severance package; Contract buyouts for fulfillment of guarantees; Higher unemployment insurance premiums • Benefits • • • • • • • Other Costs • Contagion—other employees leave; Threat to harmonious labor–management relations; Decreased morale, increased feelings of job insecurity • Possibility of lawsuit, loss of lawsuit, costly settlement or remedy • • Lower payroll and benefits costs Increased production and staffing flexibility Ability to relocate facilities Improved promotion and transfer opportunities for stayers Focus on core businesses, eliminate peripheral ones Spread risk by outsourcing activities to other organizations Flatten organization hierarchy—especially among managers Increase productivity 31-Jul-21 30 15 31/07/2021 31 Layoff and Downsizing alternatives • Suggestions include finding volunteers who are interested in reducing hours or part-time work, and even networking with local employers concerning temporary or permanent redeployments • Other employers arrange for all or most employees to concentrate their vacations during slow periods They don’t have to hire temporary help for vacationing employees during peak periods, and staffing automatically declines when business declines • Many employers hire employees with the understanding their work is temporary When layoffs are required, they are the first to leave • Some seek volunteers as an alternative to dismissing large numbers of employees For example, many employers offer early retirement buyout packages to many of their employees 31-Jul-21 31 32 QUESTIONS? 31-Jul-21 16 32 Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt ... 31-Jul-21 3 • 4. 1 New Employee Orientation Contents • 4. 2 Internal Staffing Processes • 4. 3 Employee Turnover/ Termination 31-Jul-21 4 31/07/2021 4. 1 New Employee Orientation • 4. 1.1.Concepts • 4. 1.2... in just the first day of work for the newcomer 31-Jul-21 10 31/07/2021 11 4. 1.3 The Orientation Processes • The human resource specialist (or, in smaller firms,the office manager) usually performs... 31-Jul-21 24 12 31/07/2021 25 Exit Interviews • Exit interviews are formally planned and conducted discussions with departing employees • These are interviews, usually conducted by a human resource