CAREER IN THE TIMES OF DOWNSIZING AND RESTRUCTURING
New Lexicon of HRM
Managing exits Career is passé
Why Bother Retention & Career?
Organisations are Social Entities
Collective work Informal structures are critical Organisation culture
“Its not technical skills we’re looking for, its nice people. We can train people to do anything technical, but we can’t make them nice.” (Heskett et al., 1997)
Why People Join Organisations?
Money Career Emotions - ‘pride of performance’ Peer Learn Freedom Recognition
Knowledge Management
Information to be transmitted ‘Local knowledge’
Learn from past experience Organisation memory
Process of managing previous situations ‘Tacit’ knowledge
‘Seamless Service Delivery’
Idiosyncratic customer Co production Win – Win – Win Strategy
“My father (Marriott Sr.) knew if he had happy employees, he would have happy customers…”
Sears: high turnover negatively related to customer satisfaction
Why Career?
Changing expectations Changing organisation Long-term relationship of individual and
orgn. Long-term survival/ sustainability Proven record Trust-based ties between employee &
orgn.
Seniority vs. Merit
Fairness Objectivity Commitment Japanese system
Govt. restrictions Investment in trng. Ease of automation
Career and Development From jobs to individuals Customising career Career planning workshops Communicate career plans Mentoring Dual career paths Boundaryless career
Firm specific vs. generic knowledge Occupational vs. industry knowledge
Training
Relating training to individual and organisation needs
Policy on training Types of training
Skills Knowledge Behaviour
Measurement of training outcomes Application of training
Successful Career Management Practices Providing
Clear expectations on employees Opportunity to get a transfer Clear succession plan Performance through rewards and recognition Resources for short and long-term career goals Continuous assessment of skills vis-à-vis career
Diversity issues Glass-ceiling audits – “artificial barriers due to
attitudinal and organisational bias”
On a Clear Day You Can See General Motors…
Goddamnit! I served my time picking up my bosses at the airport. Now you guys are going to do this for me.
- Pete Estes to John De Lorean ‘Promotion of the unobvious choice’
Obsession about Measurement
Competition with disciplines like accounting
Reduce HR to measurable: short run Obsession with monetary incentives
Incentives as an end
Exits How do you ‘manage’ them? Interviews
Communicate Learn
Seniority Alternatives
Pay off Time off Spin offs
Policy issues
Mergers & Acquisition
Loyalty? Changing HR policies Global hierarchy Asymmetry of equation
Historical Context
1900-1950 US: Welfare Capitalism Companies like International Harvester
& Polaroid provided long term employment and benefits to those who did not join unions and did not take part in strikes Recreational services, clinics and health
care, pensions, stock share, housing, educational benefit
Human Resource Management as an Investment and not a Cost
At par with capital investment or R & D Mostly we treat is as a consumable
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