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Dysfunctional turnover is the loss of high-performing employees due to unplanned downsizing.

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Strategic Staffing Third Edition


Chapter 12


Managing


Workforce Flow


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Learning Objectives


After studying this chapter, you should be able to:


• Discuss ways to make socialization more effective.


• Describe the six different types of turnover.


• Discuss employee retention strategies.


• Discuss various ways of downsizing a company’s


workforce.


• Describe how to effectively terminate an employee.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Time for Productivity


• Many organizations invest more money in hiring new employees


than in helping them acclimate and become productive.


• Most new hires want to get off to a good start, but need help


doing so.


• It takes mid-level managers an average of six months to get up


to speed in a new job.


• Even in restaurants and hotels it can take about 90 days for a


new employee to attain the productivity level of an existing


employee.


• On average, the time for new external hires to achieve full


productivity is eight weeks for clerical jobs, 20 weeks for


professionals, and more than 26 weeks for executives.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Orientation and Socialization


Orientation (or onboarding): the process of completing new


hires’ employment-related paperwork, and familiarizing them with


their jobs, coworkers, work spaces, work tools, and the company’s


policies and benefits


Socialization: a long-term process of planned and unplanned,


formal and informal activities and experiences through which an


individual acquires the attitudes, behaviors, and knowledge


needed to successfully participate as an organizational member


• The primary goal of socialization is to get new employees up to speed


on their jobs and familiarize them with the organization’s culture, or


the norms, values, behavior patterns, rituals, language, and traditions


that provide a framework that helps employees interpret and


understand everyday experiences


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Socialization


• Can speed up the time it takes new hires to reach the point at


which they start generating a return on the company’s investment


in them.


• Can improve employee retention and employee engagement,


lessen the impact of reality shock, and facilitate new hire


adjustment and integration.


• People who are well socialized in their organizational roles tend


to have higher incomes, be more satisfied, more involved with


their careers and more adaptable, and have a better sense of


personal identity than those who are less socialized.


• Socialization prepares employees to perform their jobs effectively,


fit into the organization, and establish productive work


relationships.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Socialization Program Choices


Table 12-1 Socialization Program Choices


One-time versus staggered programs: programs that put newcomers through one long session versus many


smaller ones


Collective versus individual programs: programs that put newcomers through a common set of experiences


as a group versus socializing them one-on-one


Formal versus informal programs: programs providing structured socialization using specifically designed


formal activities and materials away from the work setting versus informal socialization done by a new hire’s


coworkers on the job


Sequential versus random programs: programs that require recruits to pass through a series of distinct steps


to obtain full employee status versus using a random sequence of activities


Fixed versus variable programs: programs providing newcomers with a fixed timetable associated with


completing each stage in the transition from one role to another versus providing no consistent timetable and


few cues as to when to expect the next stage


Tournament versus contest programs: programs treating each socialization stage as an “elimination


tournament” where failure means that a new hire is out of the organization (fired) versus a “contest” in which


new hires build up a track record and “batting average” over time


Serial versus disjunctive programs: programs using experienced organizational members as role models or


mentors who groom newcomers to follow in their footsteps versus providing no role models or mentors


Investiture versus divestiture programs: programs that take advantage of a new hire’s unique skills versus


trying to deny or strip away personal characteristics through socialization


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Effective Socialization


Actively involve new employees


• Encourage them to ask questions


• Clarify new roles and their connection to business strategy


Manager must take the time to get the employee up to speed


Pairing coworkers with new hires for days or weeks can


facilitate their transition


Assess transition progress using metrics including


engagement, 30-, 60-, and 90-day retention rates, and


supervisor satisfaction


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Managing the Flow of the Workforce


Having the right people in the right jobs to execute


business strategy requires effectively managing turnover


and retention, succession management, redeployment,


and separations.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Turnover


Table 12-2 Types of Turnover


Type of Turnover Description


Voluntary turnover The employee chooses to leave due to personal or


professional reasons


Involuntary turnover The employer initiates the separation due to the


employee’s poor performance, misconduct, a


reorganization of the firm, and so forth


Functional turnover The departure of a poor performer


Dysfunctional turnover The departure of an effective performer the company


would have liked to retain


Avoidable turnover Turnover that the employer could have prevented


Unavoidable turnover Turnover that the employer could not have prevented


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Why Top Performers Leave (1 of 2)


Table 12-3 Why Top-Performing Employees Leave Organizations


Reasons


Percentage of Top-Performing


Employees’ Responses


Percentage of Employers’


Responses


Pay 71 45


Promotion opportunity 33 68


Work-life balance 26 25


Stress 24 8


Career development 23 66


Health care benefits 22 0


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Why Top Performers Leave (2 of 2)


Table 12-3 Why Top-Performing Employees Leave Organizations


Note: The numbers do not total to 100 percent because each respondent chose three reasons.


Source: Reprinted with permission. All rights reserved, Towers Watson. For more information, visit


towerswatson.com. Agnvall, E., “Exit with the Click of a Mouse: Exit Interviews Go High-Tech,” Society


for Human Resource Management, October 2006,


www.shrm.org/hrtx/library_published/nonIC/CMS_018960.


Reasons


Percentage of Top-Performing


Employees’ Responses


Percentage of Employers’


Responses


Length of commute 18 4


Nature of work 18 8


Retirement benefits 17 2


Company culture 13 10


Relationship with


supervisor/manager


8 31


https://www.towerswatson.com/

https://www.shrm.org/hrtx/library_published/nonIC/CMS_018960

Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Identifying Turnover Causes


• Exit interviews: asking departing employees why they are


leaving to acquire information that can be used to improve


conditions for current employees


• Employee satisfaction surveys can identify problems


that can be addressed to prevent additional turnover


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Retention Strategies (1 of 2)


Table 12-4 Retention Strategies


Clarifying promotion paths: A clear career path helps retain talented people


interested in moving up


Challenging employees: Developing skills and learning new things can keep


employees engaged


Developing better supervisors: Fair managers whose subordinates trust them


can improve employee retention


Giving employees work flexibility: Giving employees work flexibility can


improve their retention by enabling them to better balance their work and life


demands


Choosing a good location: Locating the company in a desirable area or in an


area with few competitors for the same talent can boost retention


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Retention Strategies (2 of 2)


Table 12-4 Retention Strategies


Providing competitive wages and benefits: Giving employees competitive pay


and benefits help improve retention


Holding managers accountable: Holding managers accountable for retaining


top performers and for challenging and developing their subordinates can


improve their retention


Providing Employees with Support: Staying in touch with new hires and


helping them overcome the obstacles they face to perform well can result in their


retention


Creating mobility barriers: Embedding employees in the company in such a


way that their value is greater inside than outside the firm due to their firm-


specific knowledge decreases the chance that they will leave


Creating a strong corporate culture: Creating a strong culture that employees


find attractive can enhance their commitment to the company


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Retention During Mergers and


Acquisitions


Create financial agreements with key talent that serve as golden


handcuffs and create mobility barriers.


Financial incentive packages such as retention bonuses or stock


options that mature over time can retain essential employees, and


increase their commitment to making the merger successful.


Companies can also increase the value of severance packages


offered to workers who stay until a merger or acquisition is


completed to keep important talent from leaving prematurely.


• These types of agreements are typically solidified in a written contract


that specifies the financial incentives that the employee will receive if


they stay with the company for a specified time.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Managing Succession


Succession management should integrate talent management


with the organization’s strategic plan.


• Succession plans need to support the organization’s long-term direction,


growth, and planned change, and should enable an organization to


have the right people in the right place at the right time to execute the


business strategy.


• Career planning and succession management are often integrated to


ensure that employees are motivated to accept the higher-level jobs.


Mobility policies: specify the rules by which people move between


jobs within an organization and clearly document the rules for


opening notification, eligibility qualification, compensation and


advancement, and benefit changes related to advancement.


• Mobility policies should be well developed, clearly communicated, and


perceived as fair by employees.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Workforce Redeployment


Workforce redeployment: the movement of employees to


other parts of the company or to other jobs the company


needs filled to match its workforce with its talent needs.


• Workforce redeployment software and services help organizations


match their talent to specific business needs in the most profitable way.


• Matching employees’ expertise and knowledge to customers’ needs and


deploying the right people is the same way a supply chain deploys


assets.


• For firms trying to maximize the efficiency of their workforce, which is


particularly important for companies pursuing a low-cost strategy,


workforce optimization is critical.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Involuntary Employee Separations


Downsizing: the intentional reduction of employees intended


to improve the efficiency or effectiveness of the firm.


• Can improve the financial standing of a firm by reducing and changing the


workforce structure in a way that improves operational results.


• Downsizing is usually done in response to a merger or acquisition, revenue or


market share loss, technological and industrial change, new organizational


structures, and inaccurate labor demand forecasting.


• Downsizing is a popular intervention for organizations looking to improve


flexibility, reduce bureaucratic structure, increase decision-making efficiency,


and improve communication.


• Private sector employers often downsize to reduce costs to maximize


shareholder returns, and to remain competitive in an increasingly global


economy.


• Public sector downsizings are driven by budget reductions and technology


improvements that allow fewer workers to do the same amount of work.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Downsizing (1 of 2)


Table 12-5 Downsizing Targeting Methods


Targeting Method Description


Across-the-board downsizing All units reduce their headcount by the same percentage


Geographic downsizing Specific locations are targeted for downsizing


Business-based downsizing Only some segments of the business are targeted (e.g.,


employees associated with one product line)


Position-based Downsizing Specific jobs are targeted (e.g., accountants or


salespeople)


Function-based Downsizing Specific functions are targeted (e.g., the firm’s human


resources department might be downsized), usually


during an organizational redesign


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Downsizing (2 of 2)


Table 12-5 Downsizing Targeting Methods


Targeting Method Description


Performance-based


Downsizing


Poor performers are targeted for separation


Seniority-based Downsizing The last people hired are the first downsized


Salary-based Downsizing The most highly paid employees are targeted


Competency-based Downsizing Employees with the competencies the company expects


to need in the future are retained, and employees without


those competencies are targeted


Self-selection Downsizing The firm encourages employees to self-select out of the


company by offering them inducements, such as buyouts


or early retirement packages


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Effective Downsizing Fully planning the downsizing is important to reduce the negative consequences the


downsizing has on employees and the company.


Unintended outcomes of a downsizing include:


• Increased costs from voluntary turnover, training, and consultants


• Reduced shareholder value


• Decreased efficiency due to the loss of expertise


• Reduced morale and motivation (waves of downsizing are the worst)


• Increased absenteeism and turnover of desirable employees due to stress and uncertainty


• Lower employee trust in the company


• A damaged reputation as an employer


• When a company’s employees take advantage of unemployment insurance, the company’s


future premiums rise


• Higher cost of attracting top talent after a downsizing


Given that downsizing is a traumatic event, no matter how well prepared the workforce is for


the impending change, the process should be carried out in the most expedient manner


possible.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Survivor Syndrome


Survivor syndrome refers to the emotional effects of the


downsizing on surviving employees, during and after a downsizing.


• These effects include fear, anger, frustration, anxiety, and mistrust,


which can threaten the organization’s survival.


Survivors often are preoccupied with whether additional layoffs will


occur, and feel guilty about retaining their jobs while separated


coworkers are struggling.


• Can lead to a variety of adverse effects including higher turnover, lower


commitment and loyalty, and less flexibility among surviving employees.


Although some studies suggest that “survivor’s guilt” leads to


increased effort, other studies suggest that job insecurity reduces


productivity.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Downsizing Assistance to Displaced


Employees


• Help in locating listings of vacant jobs and central pools of


displaced workers for whom the employer attempts to find


positions.


• Many large organizations help employees find employment


elsewhere in the organization through central processing


points that bring together displaced employees and vacant


positions.


• Employers frequently provide résumé coaching, job fairs,


and access to office equipment to facilitate employee


transitions out of the company.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Seven Typical Downsizing Activities


1. A workforce demographics review including retirement and other loss projections and assessments of the age, diversity, and skills of the workforce;


2. Assessment of available options to avoid involuntary separations, such as a hiring freeze, buyouts, early retirement, retraining, and relocations;


3. Detailing full-time employee reductions by year, location, program, occupation, position, and person;


4. Conducting the downsizing or reduction in force;


5. Providing career transition/job placement assistance;


6. Providing assistance for survivors of downsizing; and


7. Ensuring that an adequate retraining program is in place.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Layoffs


Layoff: temporary end to employment.


Employers tend to dislike layoffs compared to other downsizing methods, in part


because they are forced by law (in the case of most public sector employees) or by


bargaining agreements to employ seniority-based criteria in deciding which employees


to separate during layoffs.


• This does not guarantee that the right competencies will remain in the company to allow it to


execute its business strategy and emerge from the downsizing in a more competitive position,


and often means the retention of the most expensive employees.


• Layoffs also increase employee health problems and withdrawal behaviors.


• Layoffs often have a negative impact on employee diversity, since women and minorities tend to


be disproportionately affected by seniority-based layoff policies.


During a layoff, career transition assistance is usually provided to employees along with


job placement and training assistance, severance pay, and continuation of benefits


such as health insurance for a period of time.


Layoffs have a negative impact on a firm’s reputation that is significantly stronger for


newer than for older firms.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Some Layoff Alternatives


• Attrition due to retirement, death, or resignation


• Hiring freeze: not hiring any new employees


• Early retirement incentives: allow retirement with full or reduced pension


benefits at an earlier age than normal


• Buyout incentives: a lump sum payment to encourage voluntarily quits


• Leave without pay


• Flexible work arrangements


• Workforce redeployment


• Cross training and retraining


• Reducing work hours and/or pay


• Sharing company ownership with workers in exchange for lower pay


• Increasing the use of temporary or contract employees who are let go


rather than laying off core workers


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Best Downsizing Practices


• Senior leadership should play a vital role


• Frequent two-way communication


• Involve the right people in downsizing planning


• Identify work processes that will not be needed in the future


• Incentives such as early retirement and buyouts work well and are popular with employees


• Using multiple strategies and techniques to accomplish goals for downsizing helps to leverage the outcome


• Provide transition assistance to separated and surviving employees


• Monitor progress


• Successful downsizing depends on the survivors’ trust, fairness perceptions, and belief in firm’s future


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Evaluating Downsizing Effectiveness


• Meeting authorized full-time employee headcount goals


• Increase in the ratio of supervisors to employees


• Employee loss due to attrition versus incentive programs


• Demographics of buyout recipients


• Impact on diversity goals


• Ability to meet budgetary limits


• Productivity changes


• Reduction in total cost of wages and salaries


• Number of grievances, appeals, or lawsuits filed


• Number of voluntary participants in incentive and career transition programs


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Discharging Employees (1 of 2)


May happen immediately after a policy violation or other job


misconduct (e.g., a safety violation, failure to renew a


professional license, etc.), or after a long pattern of poor


performance


Rather than separating multiple people from the company as


happens with downsizing, terminations focus on individual


employees


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Discharging Employees (2 of 2)


Even in an age of employment at will, it is important to document the


termination and keep thorough and accurate records regarding the cause


of the termination.


Having terminated (or laid off) employees sign a severance agreement


that includes a release stating that the departing employee gives up some


or all rights to sue you can reduce the risk of future litigation.


• Employee releases are most often used when a company does not have proper


documentation to fire an employee but wants to end the employment


relationship and reduce the possibility of a lawsuit.


• To be most effective, the release needs to involve some sort of consideration,


usually money beyond any standard severance agreement; the employee needs


to be given appropriate time to consider the offer and even change his or her


mind after signing it; and the employee should be able to negotiate some of its


contents to show that it was willingly signed.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Common Termination Errors


• Doing it publicly


• Writing a positive letter of reference after a termination for cause (this opens the company to charges of negligent referral)


• Trying to document a termination for a just cause case that doesn’t exist


• Firing an employee after a merit raise or favorable performance review


• Stating that the person conducting the termination meeting disagrees with the termination


• Juries have also looked unfavorably at terminations that were done at end of a work day or work week, after the employee returns from a business trip, or at beginning of holiday


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Termination Tips (1 of 2)


• Remain impartial, calm, and in control of the conversation; be respectful


at all times


• Listen to employee requests for severance terms, but reserve final


decisions for a later time; being heard and considered will increase the


employee’s perceptions of fairness


• Be clear and don’t send mixed messages


• The shock of being fired can prevent the employee from listening to all


of what you are saying; repeat yourself if you feel your message is not


being heard


• Don’t give career advice to someone you’ve just fired


• If the person is being terminated, don’t say “laid off” because it implies


the possibility of return


• Hold the meeting in a private, neutral location


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Termination Tips (2 of 2)


• Deliver information without engaging in an argument; use prepared


notes if necessary. Do not ramble, make promises, or say a mistake is


being made


• Discuss the effective termination date, any severance package, etc.;


have the details of the termination and any severance package in writing


so the employee can take them with him or her along with the details of


the termination


• Be aware of legal compliance issues


• Write up an accurate record of the termination interview and provide a


copy to the employee


• Cover matters such as returning identification cards, keys, and how to


receive final paycheck


• Involve company security, if needed


• After discharge, notify all relevant parties of the termination


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Discussion Questions (1 of 2)


1. Think of the time you first joined an employer. In what


ways did the company and your coworkers socialize you?


What could have been done to enhance your socialization


experience?


2. How do you think technology can be best used to socialize


new employees and get them productive as quickly as


possible? When would using technology not be a good


way to socialize employees?


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Discussion Questions (2 of 2)


3. What are the factors that would make you most likely to


quit your current job (assuming you are currently


working)? What could your the most effective? Which are


the least effective, and why? organization do to keep you?


4. What downsizing targeting methods do you feel are


5. If you had to discharge an employee who you thought had


the potential for violence, what would you do?


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Opening Vignette Exercise


This chapter’s opening vignette illustrated how Hilton


socializes its new call center reservations and customer care


employees. Reread the vignette, and answer the following


questions:


• What are the strengths of Hilton’s socialization program and


why?


• Do you think that it is appropriate for Hilton to hold supervisors


accountable for employee retention during the first 90 days? Why


or why not?


• What additional ideas do you have to quickly socialize new


employees into a company focused on customer service?


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Chern’s Case Assignment


a) Write a report recommending appropriate onboarding and


socialization strategies, and explain why you are making


each recommendation.


b) Develop a retention plan for the company’s top performers.


c) Identify a downsizing strategy to reduce the number of


sales associates by 15%.


Copyright © 2015, 2012, 2009 Pearson Education, Inc. All Rights Reserved


Copyright


All rights reserved. No part of this publication may be reproduced, stored in a


retrieval system, or transmitted, in any form or by any means, electronic,


mechanical, photocopying, recording, or otherwise, without the prior written


permission of the publisher. Printed in the United States of America.

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