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.r MohamedSaaduman

esourcesProjectGUC

:resented byariam Al Kadi

. :tudent No1000284

HRM Role in Attracting and

Retaining

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Table of Contents

What is Career Management? 3

Real Life Best Practices on Career

Management

8

Google achieved a top- 5 ranking in

FORTUNES List?

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Top 10 Reasons to Work at Google 12

Googlers in Photos 14

Appendix : FORTUNE's "100 Best Companies to Work For"16

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HRM Role in Attracting and Retaining

Qualified Employees

To attract and be able to retain the qualified employees, HRM has a very hard job to do, they

have to recruit the right people through the known selection and interviewing processes, then

will come the hard part, that is how to give these qualified calibers the environment,

development and career they deserve.

Multinational Companies now tend to gain a good reputation regarding being the best

companies to work for, which will be discussed later in this report in details.

What is Career Management?

Career Management is the combination of structured planning and the active managementchoice of one's own professional career. The outcome of successful career management

should include personal fulfillment, work/life balance, goal achievement and financial security.

Career Management has many approaches, in the following section we will go through the

most important approaches of career management.

1- Alternative Career Paths

One approach to alternative career pathing involves incorporating the skills employees

already have with what their hearts want to do. It can involve changing career and lifestyles

for more meaningful and fulfilling work arrangements. Creating alternative career paths often

involves incorporating other career development interventions, such as flexi-time or job

enrichment. Alternative career paths should not be confused with dual career paths, which is

described later.

2- Career Pathing

Career pathing, also called career tracking, is a process of outlining an individual career plan,

usually within an organization. Career pathing is most often used as a part of management

training and development, although individuals may develop their own career track, either

alone, or in conjunction with a career coach.

Employees follow pre-determined steps along the career path to develop expertise in

managing different types of organizational situations and to reach their career goal. Periodic

checks evaluate progress, as well as determining what further training or experience is

needed to move to the next step. Career pathing often uses several other career

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development interventions as part of the process. These include cross-training, job rotation,

job enrichment or enlargement, and temporary assignments.

3- Dual Career Tracks

Dual career tracks should not be confused with alternative career paths. Creating dual careerpaths involves preparing employees to succeed and be rewarded without necessarily being

on a management or vertical organization career path. In other words, ``up'' is not considered

the only way employees can grow and advance within the company. The establishment of

dual or multiple career tracks has proven to be an effective way to retain and motivate valued

employees.

Management can be an attractive career alternative for many employees, but it is not for

everyone. This may be particularly true for many technical or creative workers. The number

of people managed often distinguishes managerial levels, but under the dual career track

plan, individuals apply their expertise (like managers) to tasks of greater complexity andimpact within their specialty field.

For example, they may make recommendations in a wide range of business areas,

participate in high level decisions, and act as mentors to other employees. The interest in

dual or multiple career tracks is likely to grow as more organizations do away with formal

management titles and establish team structures.

4- Career Coaching/Counseling

Career coaching frequently involves helping individuals prepare for a career change or

helping employees advance in their existing jobs. From the employee's view, career coaching

consists of evaluating interests, values, work styles, and skills. From the organization's view,

it consists of matching employee talents with organizational needs, recruiting and retaining

talent in the company, identifying training and development needs, and assisting employees

in specifying and locating new employment opportunities within the organization.

5- Cross-Training

Cross-trained workers are taught skills outside their current job assignment so they can be

called upon to perform a variety of tasks as the need arises. Many workers and supervisors

find themselves cross-training each other, just to make the day-to-day work life manageable.As a career development intervention, however, companies put into place a formal program

of cross-training.

Cross-training helps organizations to balance workloads so everyone is busy, and allows the

company to respond quickly to employee absences. It also allows employees and

departments within an organization to gain a better understanding of the ``big picture'', and to

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improve communications and relations. Employees who are cross-trained are more valuable

to the company, and more marketable in the work world overall.

6- Flexitime

Flextime is one of the most popular and most widely known career developmentinterventions. Flexitime gives employees the opportunity to balance their work and personal

lives by restructuring the typical workday to accommodate individual employee schedules.

Employers who offer flexitime often report decreased use of paid leave, decreased tardiness

and increased productivity. Other benefits for the employer include a low-cost method of

providing personal time off and extending service hours without overtime pay. This career

development intervention is popular with employees who have extended families or young

children, who may be facing ``burn-out'', and those seeking further education or pursuing

second careers.

Flexitime allows employees to set their own schedules, within limitations set by management.For example, workers may adjust their starting and ending times, but are required to be at the

office during management specified core or peak hours. Working four ten-hour days is an

example of a compressed workweek form of flexitime. Flexitime may also be combined with

other interventions, such as job sharing, job rotation, and phased retirement.

7- Job Rotation

Job rotation is the systematic movement of employees from job to job within an organization,

as a way to achieve many different human resources objectives : for simply staffing jobs, for

orienting new employees, for preventing job boredom, and, finally, for training employees andenhancing their career development.

Job rotation is often used by employers who place employees on a certain career path or

track, usually for a management position, where they are expected to perform a variety of

duties, and have a variety of skills and competencies.

Job rotation is often confused with crosstraining. While both interventions perform essentially

the same service of providing employees with a varied set of skills, job rotation goes beyond

this. Besides being used as a means of management training, job rotation can also be used

as a form of job enrichment, by adding increased responsibilities, increasing challenge, and

reducing boredom or burnout.

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8- Job Enlargement

Job enlargement is defined as increasing the number of tasks a worker performs, with all of

the tasks at the same level of responsibility, and is also sometimes referred to as ``horizontal

job loading'' . Be careful not to confuse job enlargement with job enrichment, which will be

discussed later.

Job enlargement and job enrichment can both be used with plateaued workers or workers

who are experiencing burnout, and with especially high achievers. These two interventions

may be used in conjunction with each other, or with other career development interventions

such as job rotation and temporary assignments. Both interventions provide the employee

with increased skills, making him or her more valuable to the company, or more marketable in

the job search.

9- Job Enrichment

Job enrichment involves increasing a worker's responsibility and control over his or her work,

and is also called ``vertical job loading''. Job enrichment allows you to expand your

responsibilities or change your role to develop new competencies without leaving your

current position or the organization altogether.

Job enrichment is also used as an effective motivational technique. According to this

perspective, if a job provides a sense of responsibility, a sense of significance and

information concerning performance, the employees will be internally motivated to high levels

of performance. The key to creating this situation is to enrich jobs so they provide five core

characteristics: task variety, task significance, task identity, autonomy and feedback.

10- Job Sharing

With job sharing, a full-time job is split between two employees. The two employees share

the duties and responsibilities, as well as the salary and benefits of the job. These two

employees must also work closely together, and with management, to co-ordinate hours,

duties, and communication among themselves and other departments in the organization.

Most often, job sharing is used by parents or adults caring for their parents, and affords

employees a better balance between their work and personal lives. Employees pursuing

further education or a second career may also use job sharing. Job sharing offers

advantages over part-time work in that employees are able to maintain their professional

status as well as some of their job benefits. One example of the advantage over flexitime

situations is that with flexitime, parents may still require extended day care hours. Benefits to

the employer include having ``two heads instead of one'', retaining valued and experienced

employees, and down time due to vacation or sickness is reduced, because the job share

partners cover for each other.

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11- Phased Retirement

Organizations typically devote far more energy to recruiting and retraining than to phasing out

workers. Phased retirement is one intervention that workers and employers can use at the

latter end of the career cycle. During phased retirement, workers gradually taper their work

schedules until they reach full retirement. Other career development interventions such asflextime and job sharing are typically incorporated into phased retirement arrangements.

Retirees may work part time and serve as mentors or trainers to their successors. Benefits to

employees include a greater sense of control over the transition from work to retirement,

lowering the risk of economic insecurity, and more social support. The employer benefits by

retaining valued talent and minimizing labor shortages.

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Real Life Best Practices on Career

Management

Here are some of best practices on managing employee career plan and development:

Providing Employee Assessment and Career Planning Workshops; Companies such as

Apple Computer and Sun Microsystems hold on-site workshops where employees learn to

take charge of their careers, beginning with assessing their abilities, interests, and values.

They then engage in a planning process where they explore the organization's needs to

determine possible future options and how to prepare for them. Then they are ready for

productive career discussions with their managers.

Conducting Career Coaching Workshops for Managers; While employees are learning to

take charge of their careers, managers are learning how to support their efforts by becomingfamiliar with the career assessment and planning process, practicing career coaching

techniques, preparing for various types of employee-initiated career discussions, and giving

honest feedback.

Establishing Employee Career Centers; Companies such as Advanced Micro Devices,

IBM, and Motorola, to name a few, have set up internal career centers where employees can

come for self-assessment. Services may include computerized programs that incorporate

360-degree feedback, competency assessment, confidential counseling, career management

and resilience training, lunch-and-learn seminars, and information, sometimes through an

intranet system, about internal opportunities.

Giving Open Business Briefings; To meet employees halfway in planning their careers

inside the organization, companies such as Sun Microsystems, 3Com, Advanced Micro

Devices, Intel, and Microsoft openly discuss strategic decisions and plans that may impact

jobs or skills that will be required in the future. At 3Com, most departments hold weekly

discussion sessions on the status of the business and what it may mean to employees.

IBM has a national website for employees that provides information about the strategic

direction of the company. Managers are also expected to provide strategic information to their

people. Sun's management has promised workers that it will make employees aware of a

strategic decision that will affect staffing, such as plans to outsource a function. "As soon as

we've decided something, you'll know," Sun says. Then it follows through on its promise.

Sharing such information would be frowned upon by many companies. But the companies

that practice such openness believe they are simply treating their employees as respect-

worthy adults rather than perpetuating the outdated parent-child relationship.

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Andy Grove, chairman of Intel, is a strong believer in giving employees the information they

need to stay resilient, or, as he calls it, "owning your own employability" Every quarter," he

says to his employees, "I give you a two-hour dump of what's happening to us. You have to

figure out what that means to you

Creating an Internal Network of Information Providers; Raychem, for example, has set upa network of more than 400 people throughout the organization who are willing to take the

time to talk with employees who want to learn about the nature of their work and job

qualifications. Called "I.I.I.N.siders" (for Insiders Information Interview Network), the

computerized database houses the names and backgrounds of volunteers.

Chase Manhattan Bank maintains a list of employees who are willing to be shadowed by

those interested in moving into their line of work. An employee who wants to be a derivatives

trader, for example, can spend the day with an actual trader, learning about the challenges of

the job, and come away with a realistic understanding of the work.

Maintaining Internal Job and Talent Banks; Microsoft has created an on-line service where

employees can learn about open positions and the skills required for them. Microsoft also

places large amounts of career information on what it calls its "electronic campus," including

a "resource and referral" section with lists of books, professional associations, conferences,

courses, articles, and other information recommended by coworkers.

In its Career Partnership Center, Advanced Micro Devices maintains a data bank of

employee skills that can be accessed by managers looking for internal talent. The company

also integrates the career development plans of all employees into its long-range workforce

planning process.Many other companies are moving to implement virtual career centers that feature on-line

computer platforms that show various career paths and allow employees to benchmark their

skill levels against those required for desired jobs so that they can make plans to close the

gaps.

Establishing Individual Learning Accounts. As more and more employees seek

opportunities for customized and self-directed development, some progressive companies

have created individual learning accounts, providing designated amounts of time and money

that employees may "spend" on classes, internships, or other learning opportunities of their

choice. While giving employees more freedom to select personalized learning experience,

this concept also helps companies save money previously spent on large-scale, "one-size-

fits-all" training programs.

Starting a Mentoring Program. Formal mentoring programs have grown in popularity in

recent years. The list of companies who have launched mentoring programs includes

Hewlett-Packard, Texas Instruments, Charles Schwab, Ford Motor Company, Ernst & Young,

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Quaker Oats Company, IBM, Georgia-Pacific, Ceridian, J. C. Penney, PriceWaterhouse-

Coopers, 3M, and General Mills.

In one study, mentoring programs were found to be effective in increasing employee retention

by 77 percent within companies that implemented them. There are three main goals for most

mentoring programsto increase opportunities for women and minorities, to develop leaders,and, increasingly, to enhance performance and increase the retention of employees at all

levels.

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Google has achieved a top 5 ranking in FORTUNES List

Google, is proud to be part of FORTUNE Magazine's prestigious "100 Best Companies to

Work For." For the third consecutive year, Google has achieved a top-5 ranking.

Innovative benefits, flexibility, and the opportunity to pursue ideas that challenge the status

quo are just a few of the attributes that have continued to earn Google this exciting

recognition. As Google continue to grow, it strives to preserve the best aspects of our startup

culture.

Their employees are exceedingly loyal. A team of wild horses couldnt drag me away, says

one employee. Theyre even more than willing to work all nighters without question.

So, what in the world would make someone want to enjoy working that much? Free meals from 11 on-site gourmet restaurants and snack rooms all over, complete with

cereal, candy, fresh fruit and cappuccino.

On-site fitness center, complete with weight room, lap pool, personal trainers and

massages.

Five on-site doctors, all free.

Game rooms that include pool tables, foosball, ping-pong, and arcade games.

Rock-climbing walls, beach volleyball and roller hockey twice a week in the parking lot.

Engineers can spend 20% of their time at work on independent projects.

Employees can bring their dogs to work, so long as their co-workers dont mind, the dogs

are not aggressive, are free of fleas and the owners clean up after them. Pajama day, TGI Fridays parties every week and charity events on-site.

Six weeks paid leave for every 6 years an employee works there.

Free on-sitecar washes and oil changes on-site. Free on-site Laundry and dry cleaning.

If an employee wants to buy a hybrid vehicle, Google will give her $5,000 toward it. They

also provide free Wi-Fi enabled coach buses from five Bay area locations.

Free on-site salons, barber shops and childcare.

A $2,000 reward for referring new employees.

Google will reimburse up to $500 in takeout for the first 4 weeks of an employees maternity

leave.

Available resources to study 4 foreign languages: Madarin, Japanese, Spanish and French. Motorized scooters for on campus travel in style (and speed).

A founders award, up to millions of dollars (literally), for new program ideas and designs.

No wonder Google receives an average of 1,300 resumes a day (up to 1.1 million a year)

for an average of only 2,229 available jobs a year. And Google doesnt pay for all of these

incentives out of their allotted administrative expenses. It all comes out of the companys

profits, which were over $6.1 billion in 2005!

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So, raise your hand if youd like to work in a place like Google. I think what every business

owner can take away from this is that they should make their company a place worth working

for, even if that means dipping into the profits a bit. In the end, the employee loyalty and

productivity are completely worth it.

Their Recruitment Rule:We dont just want you to have a great job. We want you to have a great life. We

provide you with everything you need to be productive and happy on and off the

clock.Larry Page, Google founder.

Top 10 Reasons to Work at Google

Google is committed towards its employees to provide them with a wonderful environment

which makes it a station for creation:

1. Lend a helping hand; With millions of visitors every month, Google has become anessential part of everyday life like a good friend connecting people with the information

they need to live great lives.

2. Life is beautiful; Being a part of something that matters and working on products in

which one can believe is remarkably fulfilling.

3. Appreciation is the best motivation; including on-site doctor; massage and yoga;

professional development opportunities; shoreline running trails and plenty of snacks.

4. Work and play are not mutually exclusive; It is possible to code and pass the puck

at the same time.

5. We love our employees, and we want them to know it; Google offers a variety of

benefits, including a choice of medical programs, stock options, maternity and paternityleave, and much more.

6. Innovation is bloodline; Endless opportunity to create more relevant, more useful,

and faster products for Google users.

7. Good company everywhere; Googlers range from former neurosurgeons, CEOs,

and U.S. puzzle champions to alligator wrestlers and Marines. No matter what their

backgrounds, Googlers make for interesting cube mates.

8. Uniting the world, one user at a time; People in every country and every language

use Google products. As such Googlers think, act, and work globally to make the world a

better place.

9. Boldly go where no one has gone before; There are hundreds of challenges yet tosolve. Creative ideas matter and are worth exploring. Employees have the opportunity to

develop innovative new products that millions of people will find useful.

10.There is such a thing as a free lunch after all; healthy, yummy, and made with love.

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Googlers in Photos:

zz

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