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1. Which of the following statements is true of integrated talent management (ITM)?
a.
It focuses on performance management rather than career management.
b.
It focuses on acquiring better talent rather than training and developing the current workforce.
c.
Adopting an ITM perspective allows companies to create talent management practices that enable
encapsulated development.
d.
Companies that adopt an ITM perspective create processes that reinforce and support each other.
ANSWER:
d
2. The first step in the process of succession planning is to _____.
a.
assess the talent available in an organization
b.
evaluate the necessity of employee development practices
c.
define key positions critical to an organization’s strategy
d.
ensure that top managers are personally involved in coaching other employees
ANSWER:
c
3. In the context of the common mistakes made during succession planning, the provisions of the _____ require boards to
increase the priority of CEO succession.
a.
Apportionment Act
b.
Sarbanes-Oxley Act
c.
Financial Administration Act
d.
Civil Rights Act
ANSWER:
b
4. Identify a true statement about succession planning.
a.
It discourages the practice of making status-blind employment decisions.
b.
Looking both internally and externally for potential candidates should be avoided during succession planning.
c.
Long-term succession planning should exclusively include the CEO and top-level executives.
d.
It provides career opportunities and plans for individuals, which helps retention and performance.
ANSWER:
d
5. Long-term succession planning in an organization should _____.
a.
focus exclusively on high-turnover jobs in the organization
b.
include mid-level and lower-level managers and key nonmanagerial employees
c.
focus on finding potential replacements for all jobs in the organization
d.
only allow the CEO to direct the planning and make all succession decisions
ANSWER:
b
6. Which of the following is a common mistake made by organizations during succession planning?
a.
Including the boards of directors and HR in the process of CEO succession
b.
Focusing on other employees apart from the top management executives
c.
Allowing the CEO to direct the planning process
d.
Looking externally as well as internally for succession candidates
ANSWER:
c
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7. A(n) _____ is a series of work-related positions a person occupies throughout life.
a.
career
b.
job ladder
c.
profession
d.
occupation
ANSWER:
a
8. Carmelo is currently the Editor in Chief of the Business Department of a national news magazine. He initially joined
the company as a staff reporter and then was promoted to technology reporter, to Assistant Editor of the Business
Department, and finally to Deputy Managing Editor before achieving his current position. This scenario _____.
a.
is an example of a nontraditional career path
b.
exemplifies organization-centered career planning
c.
demonstrates the cyclical nature of careers
d.
is an example of a series of career transitions
ANSWER:
b
9. The HR Department of Total Utilities has an automated talent management system. This system helps the company
create and manage individual career paths for all employees and design career-advancing programs based on employee
potential and needs. The department also organizes career workshops and counseling sessions to help employees identify
their strengths and interests. All of these aspects provide the employees of Total Utilities with a logical progression
between jobs in the company. This scenario most likely exemplifies _____.
a.
individual-centered career development
b.
organization-centered career planning
c.
a career plateau
d.
training and development outsourcing
ANSWER:
b
10. In the context of organization-centered career planning, an organization’s website should:
a.
seldom be used for career assessment and instruction.
b.
focus exclusively on conveying the organization’s mission to the external world.
c.
be seen as a link to existing employee development.
d.
exclude the careers section to avoid recruitment.
ANSWER:
c
11. Individual-centered career planning primarily focuses on _____.
a.
the logical progression of people between jobs in an organization
b.
planning career ladders
c.
succession planning for key positions
d.
a person’s responsibility for a career
ANSWER:
d
12. Which of the following is a tool that helps people determine preferences among vocational occupations?
a.
The Apley grind test
b.
The Ballard Maturational Assessment
c.
The Apgar test
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d.
The Holland Interest Inventory test
ANSWER:
d
13. Allison is assessing and creating a list of her interests, personality characteristics, skills, and values to determine the
type of occupation that is likely to bring her success and satisfaction. Allison is most likely _____.
a.
compiling her career profile
b.
completing a weighted application blank
c.
developing an epigraph
d.
completing an inquiry letter
ANSWER:
a
14. Gerald is confused as to why his 26-year-old daughter is changing jobs for the third time since graduating from
college five years ago. His daughter tells him that she has learned everything she can from her current job and that she
wants to explore other jobs. She also tells him that she wants a job that pays more and provides better benefits than her
current job. In the context of typical career phases, Gerald’s daughter is in the stage of her career where most people’s
needs and concerns are _____.
a.
to identify interests and acquire capabilities
b.
to deal with lifestyle preferences and limitations
c.
to achieve personal integrity and incorporate their values into their work life
d.
to establish a political power base within their organization
ANSWER:
a
15. Which of the following statements is true of career progression considerations?
a.
Modern careers are cyclical in that individuals experience periods of high stability followed by transition
periods of lower stability.
b.
External scorecards take precedence over internal values and accomplishments as a person matures and
progresses into the later phases of his or her career.
c.
The typical career for individuals today includes fewer positions, transitions, and organizations than in the
past.
d.
Employees today are less mobile and organizations are more stable as long-term employers than in the past.
ANSWER:
a
16. Carla, a 52-year-old software engineer, has been laid off twice in her life, once because of downsizing and once
because of the acquisition of her organization by a rival company. She has now hit a career plateau after working with her
current employer for five years. Carla is frustrated; each time she has changed jobs, she has adapted and acquired more
skills and expanded her knowledge base. Which of the following patterns best describes Carla’s career progression?
a.
A linear progression interrupted by transitions
b.
A cycle of stability and instability
c.
A series of successive plateaus
d.
A self-reflective spiral
ANSWER:
b
17. Thirty-five-year-old Cho considers upward progression in an organization as a sign of career success. She has been in
her current role for the last three years. Her application for a managerial role has been rejected three times, nor has she
been offered any new roles. As a result, Cho believes that she has reached a phase of stagnation and is less satisfied with
her job. In this scenario, Cho has most likely reached _____.
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a.
a career plateau
b.
the establishment stage of her career
c.
a glass cliff
d.
the end of her career
ANSWER:
a
18. In the context of career plateaus, lateral transfers can be beneficial if _____.
a.
they promote ethnocentrism among plateaued employees
b.
employees learn new skills that increase individual marketability
c.
they enable experienced employees to reach the establishment stage of their career
d.
employees decide to quit or retire early
ANSWER:
b
19. Which of the following statements is true of career plateaus?
a.
Plateaued employees are poor candidates for job rotation because they have reached the highest level for
which they are suitable in their organizations.
b.
Career plateaus are a sign that valuable resources are not being used appropriately.
c.
Career plateaus are more likely to occur in the early career phase of a typical career than in the late career
phase.
d.
An employee who defines career success in terms of upward mobility is likely to have low morale on reaching
a career plateau.
ANSWER:
b
20. A career plateau is most likely to occur when:
a.
an employee starts learning new skills.
b.
organizations allow employees to use the strategy of job sequencing.
c.
an employee opts for phased retirement.
d.
opportunities to move up in an organization decrease.
ANSWER:
d
21. Josh is 32 years old. After graduating with a bachelor’s degree, he worked for a financial organization for seven years
and received three promotions during that period. Recently, he was fired by his employer; he is now working part-time as
a bartender while training as an X-ray technician. Josh is experiencing _____.
a.
a career plateau
b.
the effects of the glass ceiling
c.
the effects of career sequencing
d.
a career transition
ANSWER:
d
22. Plateaued employees may be a problem for an organization because _____.
a.
they are typically poor performers who did not get promoted
b.
they typically define career success in terms of lateral mobility
c.
they tend to have higher compensation than is justified by their contribution to the organization
d.
they can affect morale if they become negative
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ANSWER:
d
23. Paul recently graduated from college and joined an information technology firm. When he starts work, Paul is taken
aback by the differences between college life and professional life. He is dissatisfied with his unsupportive supervisor and
is concerned about the lack of frequent feedback and the uncertainty of the logistical aspects of solving work problems.
This scenario best exemplifies _____.
a.
entry shock
b.
ethnocentrism
c.
a cyclical career
d.
a premature career plateau
ANSWER:
a
24. To reward talented technical people who do not want to move into management, many companies have
established _____.
a.
corporate universities for technical development
b.
spiral matrices
c.
dual-career ladders
d.
compressed workweeks
ANSWER:
c
25. In the context of the careers of women, which of the following statements is true?
a.
Women hold about one-fourth of managerial or professional positions but 50 to 75 percent of corporate officer
positions in the United States.
b.
Employers can tap into the female labor market by offering child care assistance and flexible work policies.
c.
The glass ceiling allows women to efficiently strike a balance between their personal lives and careers.
d.
Job sequencing has proven to be a successful career tactic for women wishing to combine work and family
because its impact on career advancement is nonexistent.
ANSWER:
b
26. Which of the following statements is true of the glass ceiling?
a.
It was pronounced among the Baby Boomers but is no longer a major problem affecting women’s careers.
b.
It allows women to strike a balance between their personal lives and their careers.
c.
It results from the belief of women that they cannot handle managerial roles effectively.
d.
It has resulted in very few corporate officer positions being held by women in the United States.
ANSWER:
d
27. The high turnover rate of nursing staff is a major concern at Briar Mountain Regional Medical Center. Many
experienced nurses resist moving into management despite having adequate managerial skills and being offered
managerial opportunities, but exit interviews indicate that many of the best nurses leave Briar Mountain because they feel
they cannot advance in the organization. Which of the following steps would be the most efficient in reducing the
turnover of the nursing staff?
a.
Hiring nurses who are in the late phase of their careers, where advancement is less of a concern to them
b.
Offering to pay tuition for nurses who wish to enroll in MBA programs so that they are qualified to take up
managerial positions
c.
Implementing a dual-career ladder for the nursing staff
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d.
Encouraging encapsulated development of the nurses
ANSWER:
c
28. In general, women’s career advancement is negatively affected by _____.
a.
global development
b.
the glass ceiling
c.
the butterfly effect
d.
dual-career ladders
ANSWER:
b
29. Which of the following statements is true of job sequencing?
a.
It is the primary cause of career plateaus.
b.
It involves women stepping off their career tracks to raise their children.
c.
It gives technical professionals a chance to advance in their organization without moving into management.
d.
It is a form of job rotation where employees move from one major organizational function to another.
ANSWER:
b
30. Marcie and Andrew are married. They are both professional employees at the City Zoological Park. Marcie is an
exotic-animal veterinarian specializing in big cats, while Andrew is a designer of animal exhibits. The HR Director of a
zoo in a different city wants to hire Marcie as Chief of Veterinary Medicine of the zoo. Given this scenario, which of the
following actions should the HR Director most likely take to ensure that Marcie accepts the job offer?
a.
Ensuring that the glass ceiling is encouraged in the new organization to make Marcie’s transition smooth
b.
Giving Andrew an inducement of a job equivalent to his current one so that he and Marcie will consider the
relocation
c.
Creating a dual-career ladder in order to give Marcie more incentive to accept the job
d.
Meeting with Andrew and discussing the concept of encapsulated development
ANSWER:
b
31. In the context of individual career challenges, one concern that women who sequence have is that _____.
a.
they will be viewed as being task-oriented and assertive
b.
they will have to move into managerial roles
c.
the time away will negatively impact their contextual performance when they return
d.
the job market will be unwelcoming to them when they return
ANSWER:
d
32. Which of the following statements is true of the development of human resources?
a.
In the development process, individuals’ careers are unlikely to evolve and shift to different focuses.
b.
Development focuses on the short-term performance of an employee.
c.
An effective measure of development is a cost–benefit analysis.
d.
Development involves efforts to cultivate employees’ capabilities beyond those required by their current job.
ANSWER:
d
33. Which of the following is an impact of development on an individual’s career?
a.
The individual’s abilities to handle a variety of assignments are likely to improve.
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b.
The individual’s focus is likely to be exclusively on learning specific behaviors that promote ethnocentrism.
c.
The individual’s marketability in the industry is likely to be reduced because of employer-specific
specialization.
d.
The individual’s ability to learn specific behaviors is likely to be compromised.
ANSWER:
a
34. In the context of development needs analyses, which of the following statements is true of assessment centers?
a.
They typically require an individual to spend seven or eight days away from his or her job performing many
assessment activities.
b.
They tend to discriminate against minority individuals.
c.
They are expensive considering that most psychological traits such as leadership and initiative can be
accurately assessed by tests alone.
d.
They offer the advantage of helping identify employees with potential in large organizations.
ANSWER:
d
35. Nelson, the HR Director of a large organization, is concerned about the lack of a large internal pool of talent for
middle and upper management jobs. He feels there may be employees with high management potential in lower-level jobs
who have not been identified and selected for development. To most accurately identify such employees, Nelson should:
a.
ask employees in middle management to supervise their managers for one fiscal quarter.
b.
review the performance appraisals of employees in upper management.
c.
ask all the employees in middle management to take extensive psychological tests.
d.
establish an assessment center that allows employees to nominate themselves.
ANSWER:
d
36. When opportunities for promotion in an organization are scarce, a good way to keep employees motivated and
develop their talents is _____.
a.
job enlargement through ethnocentric practices
b.
to encourage them to engage in the glass ceiling practice
c.
to give them a sabbatical or leave of absence
d.
job rotation through lateral transfers
ANSWER:
d
37. In the context of talent development approaches, one of the underlying foundations of coaching is _____.
a.
self-promotion
b.
trust
c.
employee evaluation
d.
job rotation
ANSWER:
b
38. In the context of talent development approaches, which of the following is true of classroom courses?
a.
The effectiveness of classroom instruction is independent of the instructor’s styles and subject matter.
b.
The lecture system used in classroom instruction encourages active listening.
c.
The lecture system sometimes used in classroom instruction reduces learner participation.
d.
The effectiveness of classroom instruction is independent of the size of the group of trainees.
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ANSWER:
c
39. In the context of talent development approaches, outdoor experiential activities as a development tool for individuals
in teams _____.
a.
are designed exclusively to promote ethnocentrism among the team members
b.
can create a sense of teamwork via the shared risks and challenges outside the office environment
c.
are increasing in popularity because of the absence of any disadvantages associated with these activities
d.
give individuals opportunities to focus solely on their jobs
ANSWER:
b
40. In the context of talent development approaches, which of the following statements is true of a sabbatical offered by
an organization?
a.
A sabbatical has a negative impact on employees’ morale.
b.
Employees tend to refuse sabbaticals because they fear the time off gives their managers a way to prove they
are unimportant.
c.
The nature of the learning experience of an employee during a sabbatical generally falls outside the
organization’s control.
d.
The Fair Labor Standards Act limits the length of a sabbatical to two months.
ANSWER:
c
41. Clarence is the Assistant Vice President of Quality Control for a medical equipment manufacturing firm. The
management of the firm has given Clarence paid leave of three months to boost his morale. As a result, Clarence is
currently teaching science in a high school in Haiti. At the end of the school semester, he will resume his job duties with
his employer. Clarence is most likely _____.
a.
in phased retirement
b.
in mandatory retirement
c.
rotating through a non-core function
d.
on a sabbatical
ANSWER:
d
42. Tuition reimbursement programs can encourage employees to _____.
a.
study for advanced degrees outside of their regular work schedule
b.
quit working to return to college
c.
take a paid sabbatical
d.
teach at a local high school or college
ANSWER:
a
43. Senior managers and executives are often hired from outside a firm because _____.
a.
it takes time to develop leaders internally
b.
it results in tunnel vision from an emphasis on organization-based intelligence
c.
hiring externally presents a lower risk than developing internally
d.
buying talent is less expensive than developing talent
ANSWER:
a
44. Which of the following is a common problem with management development efforts?
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a.
Using modeling and coaching as training delivery methods
b.
Avoiding encapsulated development of employees
c.
Substituting training for selecting qualified individuals
d.
Failing to promote ethnocentrism as part of management training
ANSWER:
c
45. In the context of leadership development, which of the following is true of modeling?
a.
The modeling process is limited to straightforward imitation or copying.
b.
Exposure to both positive and negative models can benefit a new manager as part of leadership development
efforts.
c.
Modeling differs from coaching in that it complements the natural way humans learn.
d.
It is the least used method of helping individuals transition successfully into supervisory and leadership roles.
ANSWER:
b
46. Davidson was recently promoted to the position of Manager of the IT Department of his company. Because of
Davidson’s lack of prior experience in a management role, the management of the company appointed a consultant to help
Davidson improve his interpersonal skills and to provide effective decision-making strategies that Davidson could use to
resolve conflicts within his team. In this scenario, Davidson’s consultant can be best described as a(n) _____.
a.
expatriate
b.
leadership coach
c.
boomerang employee
d.
arbitrator
ANSWER:
b
47. The term _____ refers to a relationship in which experienced managers in a company aid individuals in the earlier
stages of their careers.
a.
sponsorship
b.
career prospecting
c.
management mentoring
d.
speed networking
ANSWER:
c
48. Which of the following is true about management mentoring?
a.
Female executives are reluctant to serve as mentors either to other women or to men because they themselves
received little help.
b.
Company mentoring programs that focus specifically on women and individuals of minority racial and ethnic
backgrounds have been successful in some large firms.
c.
Mentors and their protégés break up soon after the protégé reaches the cultivation stage of the mentoring
relationship.
d.
Mentors provide challenging work, coaching, visibility, protection, and sponsorship to their protégés in the
redefinition stage of the mentoring relationship.
ANSWER:
b
49. The last stage in a successful management mentoring relationship is _____.
a.
initiation
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b.
cultivation
c.
redefinition
d.
separation
ANSWER:
c
50. Kelly spent four days at a training program centered on the use of improved hygiene procedures to reduce infections in
long-term care facilities. When she returned to work after the training, Kelly wanted to implement the new practices in her
work unit. However, she was unable to do so because of resistance from the nursing staff and the lack of interest of the
medical director. As a result, Kelly was not able to use her learning on the job. This scenario exemplifies _____.
a.
translation failure
b.
nontransference of training
c.
encapsulated development
d.
cultural inertia
ANSWER:
c
51. The nature of a business and the environment in which it operates have a bearing on the strategies used for talent
management.
a.
True
b.
False
ANSWER:
True
52. Artificial intelligence has the ability to help with talent development activities in companies.
a.
True
b.
False
ANSWER:
True
53. The idea that human capital can be a source of competitive advantage for organizations is gaining ground.
a.
True
b.
False
ANSWER:
True
54. It is best for an organization to limit its intensive talent management efforts to its high-potential employees to avoid
resentment among other employees.
a.
True
b.
False
ANSWER:
False
55. Succession planning should be done for all key jobs in an organization.
a.
True
b.
False
ANSWER:
True
56. Succession planning efforts should result in the identification of potential emergency replacements for critical
positions and other successors who will be ready with some additional development.
a.
True
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b.
False
ANSWER:
True
57. The Nine-Box Talent Grid is impractical for jobs that tend to be complex.
a.
True
b.
False
ANSWER:
False
58. In the context of the Nine-Box Talent Grid, the term current star refers to a moderate performer with moderate
potential.
a.
True
b.
False
ANSWER:
False
59. Assuming that all high-potential individuals crave challenge and opportunity can lead to superior results.
a.
True
b.
False
ANSWER:
False
60. As companies become larger, the benefits of formal succession planning become fewer.
a.
True
b.
False
ANSWER:
False
61. Organization-centered career planning requires an individual employee to take charge of his or her career and chart a
path of advancement through his or her organization.
a.
True
b.
False
ANSWER:
False
62. Compared with the past, today employees are less mobile and organizations are more stable as long-term employers.
a.
True
b.
False
ANSWER:
False
63. Although most career paths are thought of as leading upward, good opportunities also exist in cross-functional or
horizontal directions.
a.
True
b.
False
ANSWER:
True
64. During the late career phase, an employee is typically concerned with external rewards and acquiring capabilities.
a.
True
b.
False
ANSWER:
False
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65. Representative of the general pattern of career and life periods is the idea that careers are not predictably linear but
cyclical.
a.
True
b.
False
ANSWER:
True
66. Rotating workers to other departments is a way to deal with career plateaus.
a.
True
b.
False
ANSWER:
True
67. Job loss as a career transition has been most associated with downsizing, mergers, and acquisitions.
a.
True
b.
False
ANSWER:
True
68. Phased retirement is simplified by pension laws, which often provide employees who are receiving a pension with the
flexibility to work for any number of hours.
a.
True
b.
False
ANSWER:
False
69. By the time men and women have been out of school for six years, on average, women have worked much more time
than men.
a.
True
b.
False
ANSWER:
False
70. Job sequencing allows women to step off the career track for family considerations without having a negative impact
on their careers.
a.
True
b.
False
ANSWER:
False
71. The glass ceiling refers to the situation in which women rapidly progress into top and senior management positions.
a.
True
b.
False
ANSWER:
False
72. When an HR manager does career planning for a high-potential employee who has a spouse with a professional
occupation, it would be a good idea to consult with both the employee and the spouse.
a.
True
b.
False
ANSWER:
True
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73. In the context of individual career challenges, both employees and companies often find relocation undesirable
because of personal hardships such as leaving a support system and finding suitable work for a trailing spouse.
a.
True
b.
False
ANSWER:
True
74. Psychological testing is appropriate only when the testing and feedback processes are administered by a qualified
professional.
a.
True
b.
False
ANSWER:
True
75. One purpose of employee development is to help employees improve skills that they might not be able to improve
through their ordinary life experiences.
a.
True
b.
False
ANSWER:
True
76. A disadvantage of job rotation is that it can be expensive because a substantial amount of time is required to acquaint
trainees with the different people and techniques in each new work assignment.
a.
True
b.
False
ANSWER:
True
77. Anne’s supervisor is enthusiastic about introducing outdoor training to her organization. Anne is concerned that it may
not be appropriate because of the physical nature of the training and the hazards involved. A number of Anne’s
subordinates are over 50 and some are physically challenged. Anne’s concerns are realistic.
a.
True
b.
False
ANSWER:
True
78. The modeling process of leadership development is limited to straightforward imitation and copying.
a.
True
b.
False
ANSWER:
False
79. In an effort to decrease turnover and increase management development capabilities, organizations are using
specialized education for executives.
a.
True
b.
False
ANSWER:
True
80. Encapsulated development occurs when a single work unit in an organization is used to pilot-test new training
programs.
a.
True
b.
False
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ANSWER:
False
81. Briefly explain integrated talent management (ITM).
ANSWER:
Integrated talent management (ITM) is a holistic approach to leveraging and building human capital.
Companies that adopt an ITM perspective create processes that reinforce and support each other, and they
utilize analytics and metrics to determine the impact of these practices on organization outcomes. This
evolving perspective highlights the importance of talent for an organization’s success and sustainability. Using
ITM scorecards helps companies align talent management practices with critical business outcomes.
82. Why do companies want to use automated talent management?
ANSWER:
The drive to automate talent management comes in part from the desire to pull together HR, finance, and
operations data to get insights on talent that are otherwise difficult to obtain. Using a manual process makes it
nearly impossible to accumulate all the information necessary to effectively manage the talent pool.
Regardless of the current state of the art, there is great potential for automated talent management systems to
aid decision-making in the future.
83. How does succession planning differ from replacement planning?
ANSWER:
Succession planning is the process of preparing for the inevitable vacancies in the organization hierarchy. It
involves more than simply replacement planning. Replacement planning usually involves creating a list of
temporary replacements for important jobs, especially during crisis situations. Succession planning should
include a well-designed development system for employees since it takes an average of two to three years to
develop a qualified successor.
84. What should be the outcomes of the succession planning process?
ANSWER:
All the work involved in the succession planning process should result in two outcomes: (1) identification of
potential emergency replacements for critical positions and (2) other successors who will be ready with some
additional development. The individuals identified as possible successors should be told what specific
development they need and possible action steps to build their competencies.
85. Describe the Protean career framework.
ANSWER:
The Protean career framework defines the contemporary version of careers. The Protean career is a process
whereby an individual makes conscious career plans to achieve self-fulfillment. Protean workers embrace
responsibility for managing their careers and seek life fulfillment through their work. They thoughtfully and
proactively seek information to understand their own identity and plan career moves to gain skills and make an
impact. Organizational support is still necessary, but Protean workers will take the steps necessary to achieve
psychological success.
86. Briefly explain the term entry shock.
ANSWER:
Starting as a new employee can be overwhelming. Entry shock is especially difficult for younger new hires
who find the work world very different from school. Entry shock includes the following concerns:
• Supervisors: The boss–employee relationship is different from the student–teacher relationship.
• Feedback: In school, feedback is frequent and measurable, but that is not true of most jobs.
• Time: School has short (quarter or semester) time cycles, whereas time horizons are longer at work.
• The work: Problems are more tightly defined at school; at work, the logistical and political aspects of
solving work problems are often less certain.
87. In the context of developing human resources, how does development differ from training?
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ANSWER:
It is possible to train people to answer customer service questions, drive a truck, enter data in a computer
system, set up a drill press, or assemble a television. However, development in areas such as judgment,
responsibility, decision-making, and communication presents a bigger challenge. These areas may or may not
develop through individuals’ ordinary life experiences. A planned system of development experiences for all
employees, not just managers, can help expand the overall level of capabilities in an organization.
88. Briefly explain the term job-shifters.
ANSWER:
Whether due to a desire for career change or because the employer needs different capabilities, people reinvent
their careers in midlife or mid–career. These job-shifters need to develop capabilities in a new field that holds
promise for a productive future. Commonly referred to as second acts, employees who make major changes
from one career field to another often need some assistance from an employer to close the gap in their skills.
89. In the context of job-site development approaches, what are the four off-site development approaches?
ANSWER:
The four off-site development approaches are classroom courses, seminars, outdoor experiential activities, and
sabbaticals or leaves.
90. What does the term pre-supervisor training mean?
ANSWER:
Employers may conduct pre-supervisor training. This is done to provide a realistic job preview of what
supervisors will face and to convey to individuals that they cannot just rely on their current job skills and
experience in their new positions.
91. How are integrated talent management (ITM) scorecards used?
ANSWER:
Companies that adopt an ITM perspective create processes that reinforce and support each other, and they
utilize analytics and metrics to determine the impact of these practices on organization outcomes. Using ITM
scorecards helps companies align talent management practices with critical business outcomes. By measuring
the impact of these human capital processes on performance indicators such as revenue, operating costs,
customer satisfaction, product or service quality, and employee turnover, the organization’s leaders can
determine how to invest organizational resources for maximum success.
92. Discuss the challenges associated with focusing talent management efforts on high-potential individuals (HiPos).
ANSWER:
Some organizations focus talent management efforts primarily on high-potential individuals, often referred to
as HiPos, who are individuals that show high promise for advancement in the organization. However,
managing the development efforts directed at high-potential employees can be challenging. HiPos may not
want to be promoted into managerial roles, and they may not perform well once they are promoted. Targeting
primarily HiPos may lead to many other employees seeing their career opportunities as being limited. Even
publicly acknowledging and identifying HiPos may lead to work-group dysfunction, envy, and other negative
employee conduct.
93. What are the benefits of succession planning?
ANSWER:
The key benefits of succession planning include the following:
• Having a supply of highly qualified individuals ready for future job openings
• Providing career opportunities and plans for individuals, which helps retention and performance
motivation
• Providing a basis for the continual review of staffing requirements as organizational changes occur
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particular, partnering women with senior executives, rather than less influential managers, can be useful
with the proper mentors who are willing to act as sponsors in getting them better, more high-profile positions
Learning and development are closely linked. For most people, lifelong learning and development are
94. What is the difference between organization-centered and individual-centered career planning?
ANSWER:
Organization-centered career planning focuses on identifying career paths that provide for the logical
progression of people between jobs in an organization. Individual-centered career planning focuses on an
individual’s responsibility for a career rather than on organizational involvement in the process or
consideration of a company’s needs.
95. Describe the four general elements of a career profile.
ANSWER:
A career profile includes an assessment of an individual’s interests, personality, skills, and values. This profile
helps determine what types of career options are most likely to lead to success and satisfaction. The four
general elements of the profile are as follows:
• Interests: People tend to pursue careers that match their interests. Interests tend to be fairly stable over
time, and they are reasonably valid as a predictor of job success and satisfaction. Interest assessments
operate on the premise that individuals with similar interests are drawn to similar career
fields. Identifying one’s interests informs career decisions and focuses individuals on the types of jobs
that would be most rewarding.
• Skills: Skills represent the ability to do some task well. Individuals have distinct capabilities that make
them especially well-suited to particular jobs. A common categorization of skills includes basic skills,
complex problem-solving skills, resource management skills, social skills, systems skills, and
technical skills. Skills can be developed and improved over time with focus and practice.
• Personality: An employee’s personality includes that individual’s personal orientation (e.g.,
extraversion, openness to experience, and conscientiousness) and personal needs (e.g., affiliation,
power, and achievement needs). Individuals with certain personality attributes find greater success in
clusters of occupations that match their personality profile.
• Values: Work values are an often underappreciated aspect of good career choices. Values act as an
individual’s compass; they guide behavior and focus effort. If an individual’s values are poorly
matched to his or her employer, then job dissatisfaction is likely to occur. Identifying beliefs and ideas
that are personally important allows people to live and work authentically and in harmony with their
true selves.
96. What are the main career challenges for women? What can organizations do to make better use of women’s talents?
ANSWER:
A common career approach for women is to work hard before children arrive, plateau or step off the career
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requirements to retain certifications. In order to keep their licenses to practice in most states, lawyers, CPAs,
teachers, dentists, and nurses must complete continuing education requirements. For other employees, learning
and development may involve training to expand existing skills and to prepare for different jobs, promotions,
or even new jobs after retirement. Further, lifelong learning is often voluntary, self-directed, and informal,
sometimes taking place outside of work hours.
Assistance needed from employers for lifelong development can be provided through programs at work, such
as through tuition reimbursement benefits. Companies also staff learning organizations within their structures
to guide the development of leaders and employees. These learning organizations create formal and informal
learning opportunities for human resources that ultimately support corporate strategies.
98. Describe some methods of assessing development needs and discuss the advantages and disadvantages of these
methods.
ANSWER:
Employee development begins with an analysis of the needs of both an organization and the individuals within
that organization. Methods that organizations use to assess development needs include assessment centers,
psychological testing, and performance appraisals. These methods and their advantages and disadvantages are
described as follows:
• Assessment centers: Collections of test instruments and exercises designed to diagnose an individual’s
development needs are referred to as assessment centers. Companies can use assessment centers for
both developing and selecting managers. Assessment centers provide an excellent means for
determining individual potential in an unbiased manner. They also offer the advantage of helping
identify employees with potential in large organizations.
• Psychological testing: Psychological tests have been used for years to determine employees’
developmental potential and needs. Intelligence tests, verbal and mathematical reasoning tests, and
personality tests are often given. Psychological testing can provide useful information about
individuals, motivation, reasoning abilities, leadership style, interpersonal response traits, and job
preferences. The biggest problem with psychological testing lies in interpretation because untrained
managers, supervisors, and workers usually cannot accurately interpret test results. After a
professional scores the tests and reports the values to others in the organization, untrained managers
may attach their own meanings to the findings. Also, some psychological tests are of limited validity,
and test takers may fake desirable responses.
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