SlideShare uma empresa Scribd logo
1 de 23
MODULE V

Managing Employee
Retention and Separation
STRATEGIC EMPLOYEE RETENTION
AND SEPARATION
 Employee

retention is the act of
keeping employees and retaining good
workers.

 Employee

separation is the process of
efficiently and fairly terminating workers.
Separations - Final way in which an employee
leaves a position
Voluntary – employee resigns


o

Exit Interview – pinpoints reasons why an employee is leaving

Involuntary – employee is laid-off or terminated


o
o

Layoffs – there is not enough work for all employees
Termination – employee is asked to leave because of poor
•

•

•
•

•
•

Employees are a primary asset of almost every organization, but
identifying, hiring, and training good employees can be costly.
Replacing an employee who quits costs an organization between
one and two times the annual salary of the position.
The expense of replacing workers requires most organizations to
focus effort on employee retention, a set of actions designed to
keep good employees once they have been hired
Whereas retaining good employees is beneficial, organizations lose
money when they retain poor employees.
Assuring that nonproductive employees don’t continue with the
organization is often just as important as retaining productive
workers.
Changes in economic conditions and product demand sometimes
force organizations to reduce the size of their workforce.
Employee separation is the process of efficiently and fairly
terminating workers.
Procedure of Separation
 Discharge:It is the process of terminating the service of an
employee due to any serious misconduct
It is a permanent separation of an employee from the pay-roll for
violation of company rules or for inadequate performance.


CAUSES OF DISCHARGE:

a) FREQUENT CAUSES:
 Inefficiency, dishonesty, drunkenness, carelessness.
b) INFREQUENT CAUSES:
 Accidents, insubordination, personal conduct,
 un-cleanliness, infraction of rules, negligence.
c) OTHERS:
 Laziness, lack of cooperation
 Steps




to discharge an employee

Preliminary disciplinary action
Final written warning
Notice of discharge
Discharging an Employee



Discharging employees is one of the most difficult
tasks that a manager faces.
Many organizations offer outplacement to the
employees laid off.
 Outplacement services provide employees who
have been dismissed from an organization with
assistance in finding new jobs. Examples: resume
writing, practice interviewing and support groups.
The Discharge Meeting


A few guiding principles
1.
Tell the employee directly that she is being
discharged.
2.
Make the meeting brief.
3.
Listen to the employee who is being discharged.
This is an emotional moment, and some
individuals will simply need to talk.
4.
Summarize the meeting in writing, particularly
severance compensation, benefits and services
that will be provide to the employee.
5.
Have security personnel close at hand just in
case the person being terminated vents their
frustration in an violent manner.
 Retirement
It is the process of leaving the organization permanently on the
ground of attaining the age of superannuation or voluntarily.
Retirement has been characterized by some as a ‘role less role ‘


Kinds of Retirement –

1. Compulsory retirement:
Employee must retire compulsory on attaining on specific age.
Central government Offices, the age is 58; In private firm, employees
may be given extension up till they are suitable to do work.
 2. Forced Retirement:
If employee found on guilty either in court of law or violated conditions
of organization.
He may force to retire from the service without any benefit.
 3. Premature Retirement:
If an employee become disabled in an accident , or due to some
disease , he may given option of retiring by management

Voluntary Retirement / Separation Schemes,
Golden handshake:






One of the techniques of trimming the workforce is Voluntary Retirement
Scheme (VRS). This is generous, tax-free severance payment to persuade
the employees to voluntarily retire from the company. The scheme has its
origin during early 1990s in USA . this scheme is also known as ‘Golden
hand Shake’ as it is the golden route to retrenchment. The VRS is most
Human technique for downsizing the workforce.
Eligibility for VRS:
It varies from company to company. Incase public sector company,
employees who have attained 40 years of age or completed 10 years of
service are eligible for VRS
Merits:





It offers best and human route to retrenching excess of employee
Lucrative settlement prevents resentment

Demerits:



It creates a sense of fear and uncertainty among the employees who stay with the
organization
Operation of the scheme creates bad reputation of the company
Layoff













It is the temporary reduction in the workforce due to the inability of
the employer to provide work as a result of the shortage of coal,
power, raw material, machinery breakdown or a natural calamity.
Employer has to pay 50% of the basic wage to the employees during
the layoff period
Section 25-C of Industrial Disputes Act (IDA) 1947, does not confer
the right on employers to layoff workers for whatever reasons they
deem fit
According to section 25-M of IDA , unless the layoff is due to
shortage of power or natural calamity ,no work men can be laid off
without the prior permission of the labour commissioner
Maximum period of layoff is 45 days
If employer offers alternative employment , it will not be consider a
layoff even if the worker does not opt for it
The penalty stipulated for not complying with the provisions of the
IDA : imprisonment for period of up to one month or a fine up to Rs.
1000 or both
PROMOTIONS
PROMOTION:

‘A movement to a position in which responsibilities
and presumably , prestige are increased’
- Dale Yoder.
Purpose / Objective of Promotion:
Promotions have a positive impact on the employees. Beside higher
wages they also satisfy the higher order needs of employees.
Purpose / Objective of Promotion:
To recognise an individual’s performance and reward him for his
work.
 To put the employee in a position where he will be of greater value
to the company.
 To promote job satisfaction among the employees and give them
an opportunity for unbroken continuous service.



To build up morale , loyalty and a sense of belonging on the part
of the employees.



To demonstrate effective career development plans.



To attract suitable and competent employees for the
organization.



To create among employees a feeling of contentment with their
present conditions and encourage them to succeed in the
company.
Types of Promotion:


Open promotions: An organization or a company considers all
individuals within it as a potential candidate and announces it to
various aspirants internally.



Closed promotions: An organization or company in which the
candidate for higher position opening or vacancies is restricted and
not open for all the individuals ,within the organization and also does
not announce the vacancies internally.
Frequently companies follow a combination of both the systems .
Types of Promotion:


Multiple Chain promotions: Which provides for a systematic linkage of
each position to several others. Such promotions identify multipromotional opportunities through clearly defined avenues of approach.



Dry promotions :Dry promotions are those that are given in lieu of
increase in compensation.



Horizontal promotion :Promotions have similar kind of work. Ex –
lower grade to higher grade without any change in work content.



Vertical promotion : Those which change the nature of the work. Ex –
Supervisor to Manager.
Turnover
 There

are three types of turnover.

 voluntary

turnover, in which the employee
makes the decision to leave.
 involuntary turnover, in which the
organization terminates the employment
relationship.
 dysfunctional turnover occurs when an
employee whose performance is at least
adequate voluntarily quits.
Organizational practices(strategies) that
reduce turnover






Frequently measure job satisfaction through surveys such as
the Job Descriptive Index.
Another method for retaining employees is through socialization,
this is the process of acquiring the knowledge and behaviors
needed to be a member of an organization. As employees
acquire information during the socialization process, their feelings
of fit with the organization increase, and employees who perceive
that they fit are more likely to stay with an organization.
Perceived organizational support is another factor that
influences employee turnover
Reducing Turnover

Source: Information from Thomas W. Lee and Steven D. Maurer, ‘‘The Retention of Knowledge Workers with the
Unfolding Model of Voluntary Turnover,’’ Human Resource Management Review 7 (1997): 247–275.


Employee retention is all about keeping good people.’



Getting our compensation and benefits into line with
the marketplace.



It’s about culture and how employees are treated.



It’s about presenting a consistent, effective employer
proposition across the entire employee life cycle, thus
ensuring that the employer source, hire, manage, and
develop employees who partner with them in
achieving the organizational goals.’












Integrate core values about people and a mission and vision
Performance development Plan
Training in Core Management Skills
Management development coaching and feedback.
Schedule and hold learning organization events.
Funding for conferences and educational development.
360 degree feedback recognize and value employees,
Coach employee performance,
Handle employee complaints and problems,
Provide a motivating work environment, and
Hold career development discussions with employees.

Mais conteúdo relacionado

Mais procurados

TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTTRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTJasmin Comoda
 
Human Resource Training and Development
Human Resource Training and DevelopmentHuman Resource Training and Development
Human Resource Training and DevelopmentJoey Miñano
 
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...HR Mukul Gupta
 
CHANGING TRENDS, CHALLENGES & ISSUES IN HRM
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMCHANGING TRENDS, CHALLENGES & ISSUES IN HRM
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
 
HR Supply forecasting
HR Supply forecastingHR Supply forecasting
HR Supply forecastingSajna Fathima
 
Module 1 human resource management
Module 1  human resource managementModule 1  human resource management
Module 1 human resource managementMaria Theresa
 
Latest trends in human resource management (By- Ravi Thakur from CMD)
Latest trends in human resource management  (By- Ravi Thakur from CMD)Latest trends in human resource management  (By- Ravi Thakur from CMD)
Latest trends in human resource management (By- Ravi Thakur from CMD)Ravi Thakur
 
HR Forecasting 1.pptx
HR Forecasting 1.pptxHR Forecasting 1.pptx
HR Forecasting 1.pptxAbirNokrek1
 
Employee retention
Employee retentionEmployee retention
Employee retentiontanushr
 
Types of hr strategies - strategic human resource management - Manu melwin joy
Types of hr strategies -  strategic human resource management - Manu melwin joyTypes of hr strategies -  strategic human resource management - Manu melwin joy
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
 
Compensation & Benefits Management - HRM
Compensation & Benefits Management - HRMCompensation & Benefits Management - HRM
Compensation & Benefits Management - HRMIMRAN KHAN
 
Training and Development of Human Resource
Training and Development of Human ResourceTraining and Development of Human Resource
Training and Development of Human ResourceShiela Tan
 
Promotion,transfers and separation
Promotion,transfers and  separationPromotion,transfers and  separation
Promotion,transfers and separationPurnimaNaveen Tikoo
 
RECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONAIMS Education
 
Job analysis & hr planning
Job analysis & hr planningJob analysis & hr planning
Job analysis & hr planningWaqas Khan
 
Adopting an investment prespective 1
Adopting an investment prespective 1Adopting an investment prespective 1
Adopting an investment prespective 1ISAAC Jayant
 
Functions of Human Resource Management
Functions of Human Resource Management Functions of Human Resource Management
Functions of Human Resource Management Ankita Shah
 
Chapter 2 strategic human resource planning
Chapter 2 strategic human resource planningChapter 2 strategic human resource planning
Chapter 2 strategic human resource planningLo-Ann Placido
 

Mais procurados (20)

TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTTRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
 
Human Resource Training and Development
Human Resource Training and DevelopmentHuman Resource Training and Development
Human Resource Training and Development
 
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
 
CHANGING TRENDS, CHALLENGES & ISSUES IN HRM
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMCHANGING TRENDS, CHALLENGES & ISSUES IN HRM
CHANGING TRENDS, CHALLENGES & ISSUES IN HRM
 
HR Supply forecasting
HR Supply forecastingHR Supply forecasting
HR Supply forecasting
 
Module 1 human resource management
Module 1  human resource managementModule 1  human resource management
Module 1 human resource management
 
Latest trends in human resource management (By- Ravi Thakur from CMD)
Latest trends in human resource management  (By- Ravi Thakur from CMD)Latest trends in human resource management  (By- Ravi Thakur from CMD)
Latest trends in human resource management (By- Ravi Thakur from CMD)
 
HR Forecasting 1.pptx
HR Forecasting 1.pptxHR Forecasting 1.pptx
HR Forecasting 1.pptx
 
Promotion,demotion etc
Promotion,demotion etcPromotion,demotion etc
Promotion,demotion etc
 
Employee retention
Employee retentionEmployee retention
Employee retention
 
Types of hr strategies - strategic human resource management - Manu melwin joy
Types of hr strategies -  strategic human resource management - Manu melwin joyTypes of hr strategies -  strategic human resource management - Manu melwin joy
Types of hr strategies - strategic human resource management - Manu melwin joy
 
Compensation & Benefits Management - HRM
Compensation & Benefits Management - HRMCompensation & Benefits Management - HRM
Compensation & Benefits Management - HRM
 
Training and Development of Human Resource
Training and Development of Human ResourceTraining and Development of Human Resource
Training and Development of Human Resource
 
Training & development
Training & developmentTraining & development
Training & development
 
Promotion,transfers and separation
Promotion,transfers and  separationPromotion,transfers and  separation
Promotion,transfers and separation
 
RECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION
RECRUITMENT AND SELECTION
 
Job analysis & hr planning
Job analysis & hr planningJob analysis & hr planning
Job analysis & hr planning
 
Adopting an investment prespective 1
Adopting an investment prespective 1Adopting an investment prespective 1
Adopting an investment prespective 1
 
Functions of Human Resource Management
Functions of Human Resource Management Functions of Human Resource Management
Functions of Human Resource Management
 
Chapter 2 strategic human resource planning
Chapter 2 strategic human resource planningChapter 2 strategic human resource planning
Chapter 2 strategic human resource planning
 

Destaque

Separation & retention
Separation & retentionSeparation & retention
Separation & retentionChirag Tewari
 
Presentation of hrm
Presentation of hrmPresentation of hrm
Presentation of hrmju
 
Separation processes
Separation processesSeparation processes
Separation processesJay Choudhary
 
Hrm 5 Separation / Outplacement
Hrm 5 Separation / OutplacementHrm 5 Separation / Outplacement
Hrm 5 Separation / OutplacementRinie Altena
 
managing labor relations
managing labor relationsmanaging labor relations
managing labor relationszeba khan
 
Rationalization Plan (By Usec Tessam)
Rationalization Plan (By Usec Tessam)Rationalization Plan (By Usec Tessam)
Rationalization Plan (By Usec Tessam)Maam Lumanglas
 

Destaque (9)

Seperation
SeperationSeperation
Seperation
 
Separation & retention
Separation & retentionSeparation & retention
Separation & retention
 
Retirement and other separations
Retirement and other separationsRetirement and other separations
Retirement and other separations
 
Presentation of hrm
Presentation of hrmPresentation of hrm
Presentation of hrm
 
Separation processes
Separation processesSeparation processes
Separation processes
 
Hrm 5 Separation / Outplacement
Hrm 5 Separation / OutplacementHrm 5 Separation / Outplacement
Hrm 5 Separation / Outplacement
 
managing labor relations
managing labor relationsmanaging labor relations
managing labor relations
 
Rationalization plan
Rationalization planRationalization plan
Rationalization plan
 
Rationalization Plan (By Usec Tessam)
Rationalization Plan (By Usec Tessam)Rationalization Plan (By Usec Tessam)
Rationalization Plan (By Usec Tessam)
 

Semelhante a Retention and seperation module v

Orientation,placement and seperation
Orientation,placement and seperationOrientation,placement and seperation
Orientation,placement and seperationAmtara
 
Orientation,Placement And Seperation
Orientation,Placement And SeperationOrientation,Placement And Seperation
Orientation,Placement And Seperationguest06602
 
Induction and Orientation.pptx
Induction and Orientation.pptxInduction and Orientation.pptx
Induction and Orientation.pptxAarushiCharurvedi
 
Attrition & exit
Attrition & exitAttrition & exit
Attrition & exittanushr
 
Chapter 8: Human Resources
Chapter 8: Human ResourcesChapter 8: Human Resources
Chapter 8: Human Resourcesdmeyeravc
 
Employee-retention-
 Employee-retention- Employee-retention-
Employee-retention-Dinesh Reddy
 
Retention seperation
Retention seperationRetention seperation
Retention seperationMargretmohan
 
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)
INTERNAL Assign no   4 ( JAIPUR INTERNAL UNI)INTERNAL Assign no   4 ( JAIPUR INTERNAL UNI)
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)Partha_bappa
 
Managing employee turnover and retention
Managing employee turnover and retention Managing employee turnover and retention
Managing employee turnover and retention ammadfaisal2
 
Hiring and Firing After Covid-19
Hiring and Firing After Covid-19Hiring and Firing After Covid-19
Hiring and Firing After Covid-19zeeshansarwar32
 
Human Resource Management and Motivation
Human Resource Management and MotivationHuman Resource Management and Motivation
Human Resource Management and MotivationAmmar Faruki
 
Human resource management presentation
Human resource management presentationHuman resource management presentation
Human resource management presentationKaran Chaudhary
 
Separating and retaining employees
Separating and retaining employeesSeparating and retaining employees
Separating and retaining employeesPhilip Yanson
 
Retention Management in the Era of Healthcare Reform
Retention Management in the Era of Healthcare ReformRetention Management in the Era of Healthcare Reform
Retention Management in the Era of Healthcare ReformNicola Hawkinson
 

Semelhante a Retention and seperation module v (20)

Orientation,placement and seperation
Orientation,placement and seperationOrientation,placement and seperation
Orientation,placement and seperation
 
Orientation,Placement And Seperation
Orientation,Placement And SeperationOrientation,Placement And Seperation
Orientation,Placement And Seperation
 
Induction and Orientation.pptx
Induction and Orientation.pptxInduction and Orientation.pptx
Induction and Orientation.pptx
 
Attrition & exit
Attrition & exitAttrition & exit
Attrition & exit
 
Chapter 8: Human Resources
Chapter 8: Human ResourcesChapter 8: Human Resources
Chapter 8: Human Resources
 
Employee-retention-
 Employee-retention- Employee-retention-
Employee-retention-
 
Employee retetion by Mahboob ali khan
Employee retetion by Mahboob ali khanEmployee retetion by Mahboob ali khan
Employee retetion by Mahboob ali khan
 
Retention seperation
Retention seperationRetention seperation
Retention seperation
 
Staff retention
Staff retentionStaff retention
Staff retention
 
Human Resources
Human ResourcesHuman Resources
Human Resources
 
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)
INTERNAL Assign no   4 ( JAIPUR INTERNAL UNI)INTERNAL Assign no   4 ( JAIPUR INTERNAL UNI)
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)
 
Managing employee turnover and retention
Managing employee turnover and retention Managing employee turnover and retention
Managing employee turnover and retention
 
Hiring and Firing After Covid-19
Hiring and Firing After Covid-19Hiring and Firing After Covid-19
Hiring and Firing After Covid-19
 
Chapter 08
Chapter 08Chapter 08
Chapter 08
 
Human Resource Management and Motivation
Human Resource Management and MotivationHuman Resource Management and Motivation
Human Resource Management and Motivation
 
Human resource management presentation
Human resource management presentationHuman resource management presentation
Human resource management presentation
 
Separating and retaining employees
Separating and retaining employeesSeparating and retaining employees
Separating and retaining employees
 
Retention Management in the Era of Healthcare Reform
Retention Management in the Era of Healthcare ReformRetention Management in the Era of Healthcare Reform
Retention Management in the Era of Healthcare Reform
 
Talent Management
Talent ManagementTalent Management
Talent Management
 
Chapter 11
Chapter 11Chapter 11
Chapter 11
 

Mais de Swarup Dutta

Performance appraisal module iii
Performance appraisal module iiiPerformance appraisal module iii
Performance appraisal module iiiSwarup Dutta
 
Job analysis module ii
Job analysis module iiJob analysis module ii
Job analysis module iiSwarup Dutta
 
Introduction to hrm
Introduction to hrm Introduction to hrm
Introduction to hrm Swarup Dutta
 
Hrm module iv-grievance procedure
Hrm module iv-grievance procedureHrm module iv-grievance procedure
Hrm module iv-grievance procedureSwarup Dutta
 
Future trends in shrm module v
Future trends in shrm module vFuture trends in shrm module v
Future trends in shrm module vSwarup Dutta
 
Employee training and mdp
Employee training and mdpEmployee training and mdp
Employee training and mdpSwarup Dutta
 
Current issues in hrm module vi
Current issues in hrm module viCurrent issues in hrm module vi
Current issues in hrm module viSwarup Dutta
 
Wage and salary module iv
Wage and salary module ivWage and salary module iv
Wage and salary module ivSwarup Dutta
 
Hrm module iv- Grievance procedure
Hrm module iv- Grievance procedureHrm module iv- Grievance procedure
Hrm module iv- Grievance procedureSwarup Dutta
 

Mais de Swarup Dutta (14)

Vc.funds
Vc.fundsVc.funds
Vc.funds
 
Mutual fund
Mutual fundMutual fund
Mutual fund
 
Selection ch 7.
Selection ch 7.Selection ch 7.
Selection ch 7.
 
Performance appraisal module iii
Performance appraisal module iiiPerformance appraisal module iii
Performance appraisal module iii
 
Job analysis module ii
Job analysis module iiJob analysis module ii
Job analysis module ii
 
Introduction to hrm
Introduction to hrm Introduction to hrm
Introduction to hrm
 
Hrm module iv-grievance procedure
Hrm module iv-grievance procedureHrm module iv-grievance procedure
Hrm module iv-grievance procedure
 
Hr tale.
Hr tale.Hr tale.
Hr tale.
 
Hr planning o
Hr planning  oHr planning  o
Hr planning o
 
Future trends in shrm module v
Future trends in shrm module vFuture trends in shrm module v
Future trends in shrm module v
 
Employee training and mdp
Employee training and mdpEmployee training and mdp
Employee training and mdp
 
Current issues in hrm module vi
Current issues in hrm module viCurrent issues in hrm module vi
Current issues in hrm module vi
 
Wage and salary module iv
Wage and salary module ivWage and salary module iv
Wage and salary module iv
 
Hrm module iv- Grievance procedure
Hrm module iv- Grievance procedureHrm module iv- Grievance procedure
Hrm module iv- Grievance procedure
 

Último

Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptxMonthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptxAndy Lambert
 
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptxB.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptxpriyanshujha201
 
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine ServiceCall Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Serviceritikaroy0888
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756dollysharma2066
 
7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...Paul Menig
 
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdfJohn Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdfAmzadHosen3
 
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and painsValue Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and painsP&CO
 
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...amitlee9823
 
M.C Lodges -- Guest House in Jhang.
M.C Lodges --  Guest House in Jhang.M.C Lodges --  Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.Aaiza Hassan
 
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...Roland Driesen
 
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case studyThe Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case studyEthan lee
 
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...amitlee9823
 
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A  SALESMAN / WOMANA DAY IN THE LIFE OF A  SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMANIlamathiKannappan
 
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116  - With room ServiceCall Girls in Gomti Nagar - 7388211116  - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Servicediscovermytutordmt
 
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...Dipal Arora
 
Organizational Transformation Lead with Culture
Organizational Transformation Lead with CultureOrganizational Transformation Lead with Culture
Organizational Transformation Lead with CultureSeta Wicaksana
 
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...rajveerescorts2022
 
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...Any kyc Account
 
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdfDr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdfAdmir Softic
 

Último (20)

Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptxMonthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
 
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptxB.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
 
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine ServiceCall Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Service
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
 
7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...
 
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdfJohn Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
 
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and painsValue Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
 
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
 
M.C Lodges -- Guest House in Jhang.
M.C Lodges --  Guest House in Jhang.M.C Lodges --  Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
 
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
 
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case studyThe Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
 
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabiunwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
 
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...
Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...
 
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A  SALESMAN / WOMANA DAY IN THE LIFE OF A  SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMAN
 
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116  - With room ServiceCall Girls in Gomti Nagar - 7388211116  - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Service
 
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
 
Organizational Transformation Lead with Culture
Organizational Transformation Lead with CultureOrganizational Transformation Lead with Culture
Organizational Transformation Lead with Culture
 
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
 
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
 
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdfDr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
 

Retention and seperation module v

  • 2. STRATEGIC EMPLOYEE RETENTION AND SEPARATION  Employee retention is the act of keeping employees and retaining good workers.  Employee separation is the process of efficiently and fairly terminating workers.
  • 3. Separations - Final way in which an employee leaves a position Voluntary – employee resigns  o Exit Interview – pinpoints reasons why an employee is leaving Involuntary – employee is laid-off or terminated  o o Layoffs – there is not enough work for all employees Termination – employee is asked to leave because of poor
  • 4. • • • • • • Employees are a primary asset of almost every organization, but identifying, hiring, and training good employees can be costly. Replacing an employee who quits costs an organization between one and two times the annual salary of the position. The expense of replacing workers requires most organizations to focus effort on employee retention, a set of actions designed to keep good employees once they have been hired Whereas retaining good employees is beneficial, organizations lose money when they retain poor employees. Assuring that nonproductive employees don’t continue with the organization is often just as important as retaining productive workers. Changes in economic conditions and product demand sometimes force organizations to reduce the size of their workforce. Employee separation is the process of efficiently and fairly terminating workers.
  • 5. Procedure of Separation  Discharge:It is the process of terminating the service of an employee due to any serious misconduct It is a permanent separation of an employee from the pay-roll for violation of company rules or for inadequate performance.  CAUSES OF DISCHARGE: a) FREQUENT CAUSES:  Inefficiency, dishonesty, drunkenness, carelessness. b) INFREQUENT CAUSES:  Accidents, insubordination, personal conduct,  un-cleanliness, infraction of rules, negligence. c) OTHERS:  Laziness, lack of cooperation  Steps    to discharge an employee Preliminary disciplinary action Final written warning Notice of discharge
  • 6. Discharging an Employee   Discharging employees is one of the most difficult tasks that a manager faces. Many organizations offer outplacement to the employees laid off.  Outplacement services provide employees who have been dismissed from an organization with assistance in finding new jobs. Examples: resume writing, practice interviewing and support groups.
  • 7. The Discharge Meeting  A few guiding principles 1. Tell the employee directly that she is being discharged. 2. Make the meeting brief. 3. Listen to the employee who is being discharged. This is an emotional moment, and some individuals will simply need to talk. 4. Summarize the meeting in writing, particularly severance compensation, benefits and services that will be provide to the employee. 5. Have security personnel close at hand just in case the person being terminated vents their frustration in an violent manner.
  • 8.  Retirement It is the process of leaving the organization permanently on the ground of attaining the age of superannuation or voluntarily. Retirement has been characterized by some as a ‘role less role ‘  Kinds of Retirement – 1. Compulsory retirement: Employee must retire compulsory on attaining on specific age. Central government Offices, the age is 58; In private firm, employees may be given extension up till they are suitable to do work.  2. Forced Retirement: If employee found on guilty either in court of law or violated conditions of organization. He may force to retire from the service without any benefit.  3. Premature Retirement: If an employee become disabled in an accident , or due to some disease , he may given option of retiring by management 
  • 9. Voluntary Retirement / Separation Schemes, Golden handshake:    One of the techniques of trimming the workforce is Voluntary Retirement Scheme (VRS). This is generous, tax-free severance payment to persuade the employees to voluntarily retire from the company. The scheme has its origin during early 1990s in USA . this scheme is also known as ‘Golden hand Shake’ as it is the golden route to retrenchment. The VRS is most Human technique for downsizing the workforce. Eligibility for VRS: It varies from company to company. Incase public sector company, employees who have attained 40 years of age or completed 10 years of service are eligible for VRS Merits:    It offers best and human route to retrenching excess of employee Lucrative settlement prevents resentment Demerits:   It creates a sense of fear and uncertainty among the employees who stay with the organization Operation of the scheme creates bad reputation of the company
  • 10. Layoff         It is the temporary reduction in the workforce due to the inability of the employer to provide work as a result of the shortage of coal, power, raw material, machinery breakdown or a natural calamity. Employer has to pay 50% of the basic wage to the employees during the layoff period Section 25-C of Industrial Disputes Act (IDA) 1947, does not confer the right on employers to layoff workers for whatever reasons they deem fit According to section 25-M of IDA , unless the layoff is due to shortage of power or natural calamity ,no work men can be laid off without the prior permission of the labour commissioner Maximum period of layoff is 45 days If employer offers alternative employment , it will not be consider a layoff even if the worker does not opt for it The penalty stipulated for not complying with the provisions of the IDA : imprisonment for period of up to one month or a fine up to Rs. 1000 or both
  • 12. PROMOTION: ‘A movement to a position in which responsibilities and presumably , prestige are increased’ - Dale Yoder.
  • 13. Purpose / Objective of Promotion: Promotions have a positive impact on the employees. Beside higher wages they also satisfy the higher order needs of employees. Purpose / Objective of Promotion: To recognise an individual’s performance and reward him for his work.  To put the employee in a position where he will be of greater value to the company.  To promote job satisfaction among the employees and give them an opportunity for unbroken continuous service. 
  • 14.  To build up morale , loyalty and a sense of belonging on the part of the employees.  To demonstrate effective career development plans.  To attract suitable and competent employees for the organization.  To create among employees a feeling of contentment with their present conditions and encourage them to succeed in the company.
  • 15. Types of Promotion:  Open promotions: An organization or a company considers all individuals within it as a potential candidate and announces it to various aspirants internally.  Closed promotions: An organization or company in which the candidate for higher position opening or vacancies is restricted and not open for all the individuals ,within the organization and also does not announce the vacancies internally. Frequently companies follow a combination of both the systems .
  • 16. Types of Promotion:  Multiple Chain promotions: Which provides for a systematic linkage of each position to several others. Such promotions identify multipromotional opportunities through clearly defined avenues of approach.  Dry promotions :Dry promotions are those that are given in lieu of increase in compensation.  Horizontal promotion :Promotions have similar kind of work. Ex – lower grade to higher grade without any change in work content.  Vertical promotion : Those which change the nature of the work. Ex – Supervisor to Manager.
  • 17. Turnover  There are three types of turnover.  voluntary turnover, in which the employee makes the decision to leave.  involuntary turnover, in which the organization terminates the employment relationship.  dysfunctional turnover occurs when an employee whose performance is at least adequate voluntarily quits.
  • 18. Organizational practices(strategies) that reduce turnover     Frequently measure job satisfaction through surveys such as the Job Descriptive Index. Another method for retaining employees is through socialization, this is the process of acquiring the knowledge and behaviors needed to be a member of an organization. As employees acquire information during the socialization process, their feelings of fit with the organization increase, and employees who perceive that they fit are more likely to stay with an organization. Perceived organizational support is another factor that influences employee turnover
  • 19. Reducing Turnover Source: Information from Thomas W. Lee and Steven D. Maurer, ‘‘The Retention of Knowledge Workers with the Unfolding Model of Voluntary Turnover,’’ Human Resource Management Review 7 (1997): 247–275.
  • 20.  Employee retention is all about keeping good people.’  Getting our compensation and benefits into line with the marketplace.  It’s about culture and how employees are treated.  It’s about presenting a consistent, effective employer proposition across the entire employee life cycle, thus ensuring that the employer source, hire, manage, and develop employees who partner with them in achieving the organizational goals.’
  • 21.
  • 22.
  • 23.            Integrate core values about people and a mission and vision Performance development Plan Training in Core Management Skills Management development coaching and feedback. Schedule and hold learning organization events. Funding for conferences and educational development. 360 degree feedback recognize and value employees, Coach employee performance, Handle employee complaints and problems, Provide a motivating work environment, and Hold career development discussions with employees.

Notas do Editor

  1. Pages 248-288.
  2. See page 250. Employees are a primary asset of almost every organization, but identifying, hiring, and training good employees can be costly. Replacing an employee who quits costs an organization between one and two times the annual salary of the position. The expense of replacing workers requires most organizations to focus effort on employee retention, a set of actions designed to keep good employees once they have been hired Whereas retaining good employees is beneficial, organizations lose money when they retain poor employees. Assuring that nonproductive employees don’t continue with the organization is often just as important as retaining productive workers. Changes in economic conditions and product demand sometimes force organizations to reduce the size of their workforce. Employee separation is the process of efficiently and fairly terminating workers.
  3. See page 276. Outplacement services provide employees who have been dismissed from an organization with assistance in finding new jobs. In many cases, outplacement services are provided by outside firms. An outside firm is often in a better position to work with dismissed employees, since these employees may feel some resentment toward the organization that dismissed them. Displaced workers who receive outplacement assistance from an outside source generally experience more positive reactions and are more likely to find a position that is comparable to the job that was lost.
  4. See pages 276-277. Outplacement services can help alleviate some of the anxiety associated with job loss. Nevertheless, the actual event in which a person is told that his or her employment is being terminated is highly stressful. Managing this event in the right way is critical if the organization is to show respect for employees and maintain a good reputation. A few guiding principles: Tell the employee directly that she is being dismissed. Make the meeting brief Listen to the employee who is being dismissed. This is an emotional moment, and some individuals will simply need to talk. Summarize the meeting in writing, particularly severance compensation, benefits and services that will be provide to the employee. Have security personnel close at hand just in case the person being terminated vents their frustration in an violent manner.
  5. See page 255. There are three types of turnover. voluntary turnover, in which the employee makes the decision to leave. involuntary turnover, in which the organization terminates the employment relationship. dysfunctional turnover occurs when an employee whose performance is at least adequate voluntarily quits. When a good employee chooses to leave, the organization usually must identify and hire another worker to fill the position. This process can be highly disruptive.
  6. See pages 261-262. Organizations seeking to reduce employee turnover frequently measure their employees’ job satisfaction. Such assessments are done through surveys that ask employees about various facets of their work experience. Generally, employees can fill out the surveys anonymously. A common survey is the Job Descriptive Index, which assesses satisfaction with work tasks themselves, pay, promotions, co-workers, and supervision. One problem with job satisfaction surveys is that the least satisfied employees are not likely to respond to the survey. These employees have already started to withdraw from the organization, so they see little personal benefit in completing the survey. T They see things as too negative to fix, and they no longer care about the work environment of the company they are planning to leave. Organizational leaders are thus wise to remember that job satisfaction results will likely make things appear more positive than they really are.
  7. See page 261.