Chapter 15, Managing Employee Separations: Turnover, Communication, and Employee Engagement

Question 1

Discuss the drivers and outcomes of each turnover method

Answer 1

Voluntary Turnover (employee decision): Employee leaves of their motivation.
- Suboptimal hiring practices
- difficult managerial style
- Lack of recognition
- Lack of competitive compensation systems (can earn more (or different package) elsewhere)
- Toxic workplace environments (bad place to work)

Involuntary Turnover (management decision): Employee forced to leave.
- Unacceptable job performance (performance management - evidence)
- Economic/financial pressures (lay off - no work?)
- New Strategies direction (don’t need your skills anymore)

Question 1

Define voluntary and involuntary turnover and explain the impact of each

Answer 1

Involuntary turnover is when employees are forced to level due to management decisions, like layoffs or poor performance.

Voluntary turnover is when employees choose to leave on their own, often due to dissatisfaction or better opportunities elsewhere.

the impact is:
- Involuntary turnover: decreased morale, loss of knowledge, potential legal issues
- Voluntary turnover: workflow disruption, increased costs, potential growth opportunities.

Question 2

Analyze important HR considerations in ensuring fairness in dismissals, layoffs, and terminations

Answer 2

Layoffs: Nothing personal … Just don’t have the word or are reorganizing. Not going to replace it.

Terminate (dismiss): Don’t want this person, will replace with someone more suitable
- Do you have (“just”) cause? legal standard.
- Can you prove the person wasn’t “good” and couldn’t be retained or behavior corrected?

Question 3

Discuss the three foundations of a fair and just disciplinary process

Answer 3

Fair Process Foundations
- Rules and regulations: Clear expectations of acceptable behavior (did they know what was required?)
- Progress Discipline: Warning, suspension, termination (should they have seen it coming?)
- Appeals Process: Were they given a chance to explain?

Just Cause:
- Termination based on poor behaviour which included insubordination.
- Proving poor behaviour is more difficult

Question 4

Define wrongful dismissal and constructive dismissal

Answer 4

• Employer makes unilateral changes in the employment contract that are unacceptable to the employee (reduce wages, take away responsibilities, move offices, give a less attractive assignment, change title are examples)
• Employer didn’t fire them but changed their job or conditions of employment so much that it doesn’t seem like the same job anymore.
• “It is almost the same as getting fired
• Demotion
• Reduction in pay and benefits
• Forced resignation
• Employees sometimes refuse to work the “new way” and don’t come to work because they claim this is not the job they were hired for
• Employee is eligible for reasonable notice and may get back pay

Avoiding Wrongful Dismissal Suits
- Use termination clause and probationary period in employment contracts (non-union)
- Document all disciplinary action
- Do not allege just cause for dismissal unless it can be proven.

Question 5

Explain the six steps in the termination interview

Answer 5

• Plan the interview carefully: Prepare for the conversation to ensure clarity and sensitivity
• Get to the point: Communicate the decision clearly and directly
• Describe the situation: Provide context and reasons for the termination
• Listen until the person has expressed their feelings: Allow the employee to share their thoughts and emotions
• Discuss the severance package: Address compensation and benefits
• Identify the next step: Provide information on the next steps for both the employee and the organization.

Question 6

Explain various post-termination considerations.

Answer 6

• Survivor syndrome (you are only firing one but have to work with the rest)
• Communicate but don’t go into details (confidentiality)
• Don’t hide
• Be open even if it is unpopular
• Employees will find out… Or employees will speculate
• Will impact culture and “can” take months or years to recover from.

Question 7

Define employee relations and employee engagement

Answer 7

Employee relations involves interactions and relationships between employers and employees in the workplace.

Employee engagement is when employees feel positive and dedicated to their work. It’s influenced by factors like leadership, learning opportunities, and company reputation.

It leads to better recruitment, retention, productivity, customer service, and profits.