Chapter 5: Expanding the Talent Pool: Recruitment and Careers 65
4. Networking
• As the number of contacts grows, mentoring broadens into a process of
career networking. Networks tend to be varied and expand within and
5. Career Self-Management Training
• Mention to students that while employees are assuming greater responsibility
for their own career management, many organizations are nonetheless
VI. DEVELOPING A DIVERSE TALENT POOL
Ethnic groups represent about 30 percent of the U.S. population and are expected to grow
to 50 percent in the next the ten years. These groups have a huge amount of buying power.
66 Part 3: Developing Effectiveness in Human Resources
A. Recruiting and Developing of Women
Sixty percent of U.S. women participate in the labor force and represent a little under
of half of the total U.S. labor force. Approximately 80 percent of mothers with
B. Eliminating Women’s Barriers to Advancement
• Many students may not understand the implications of the “old boys’ network.” It
would be helpful if they were given an account of what it is like and what it has
meant to women to be “out of it.”
C. Advancing Women to Management
• Women account for between 45 and 50 percent of managers,
F. Accommodating Families
• Many employers now have programs for accommodating families, thus making
careers more viable for both mothers and fathers.
F. Recruiting and Developing Minorities
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 67
Many organizations have specific programs for minorities. Some are mandated as part
G. Providing Minority Internships
• The unemployment of minority youth remains critically high. Providing
H. Advancing of Minorities to Management
• Although the employment of minorities as a percentage of managers has
V. OTHER IMPORTANT TALENT CONCERNS
A. Recruiting the Disabled
• Only about 30 percent of disabled Americans between ages 21 and 64 are
working. However, the majority would like to work. Disabled individuals have
been discriminated against in employment because of certain misperceptions
about them, such as (1) that they have more accidents, (2) they are absent more
often, and (3) there are no jobs within the organization that they would be able to
perform effectively.
B. Employing the Older Workforce
• Although the Age Discrimination in Employment Act of 1967 (see Chapter 3)
protects individuals over forty years of age who are seeking employment or are
68 Part 3: Developing Effectiveness in Human Resources
employed, older individuals still encounter job discrimination because of their
C. Employing Dual Career Couples
• The employment of both members of a couple has become a way of life in North
ANSWERS TO END–OF-CHAPTER DISCUSSION QUESTIONS
1. Individual responses will vary. After students have answered, you might ask them why they
2. Some probable reasons are (a) individuals often feel that their talents are not being fully
3. The role of the executive search firm is to obtain executives to fill an open position that a
client firm has available. These executives are located through referrals and
recommendations by other managers and through computerized files containing information
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 69
4. The purpose of a realistic job preview (RJP) is to provide job applicants with information
concerning all aspects of the job. The job’s good and bad points are discussed along with full
5. A career development program can enable management to utilize the KSA of its retained
employees more effectively and can provide assistance to those who must be discharged.
6. To the extent that prejudices limit a person’s advancement opportunities, students should
examine how those prejudices differ for women and minorities. White women, for
Career Management
Students may find that many people did not plan to be exactly where they
were in their careers from the outset, but as they made each career move, it
became clearer of where they were going and where they wanted to be. You
may even use your own career as an instructor/professor to offer advice on
how to manage one’s career.
ANSWERS TO USING THE INTERNET ACTIVITIES
Internet Exercise #1, page 183
Department of Labor’s Current Employment Statistics
Question:
The Department of Labor’s Bureau of Labor Statistics has a monthly, Current Employment
Statistics (CES) program. Review the most recent CES report and summarize the important
highlights. How does the current report compare to last month’s report?
HRM EXPERIENCE
70 Part 3: Developing Effectiveness in Human Resources
Answer:
Answers among students will not vary significantly since they will most likely be accessing the
Internet Exercise #2, 238
Question:
Visit the website of SCORE, a nonprofit association dedicated to helping small businesses start,
grow, and succeed nationwide. How is SCORE related to the U.S. Small Business
Administration (SBA)? List at least five recent examples of resources provided on the SCORE
website for small business owners and entrepreneurs.
Answer:
SCORE is a resource partner with the U.S. Small Business Administration (SBA), and has been
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 71
VIDEO CASE DISCUSSION GUIDE
Encourage students to understand that Metropolitan, like all organizations, is attentive to both the
needs of the organization and the needs of the individuals. However, because Metropolitan,
72 Part 3: Developing Effectiveness in Human Resources
NOTES FOR END–OF–CHAPTER CASE STUDIES
Case Study 1: Grab a Widget and Get Paid for an Employee Referral
1. The referral process is simpler, faster, and can reach more people. It likely would appeal to
Case Study 2: Preparing a Career Development Plan
1. Perhaps Scott did not seek assistance from her immediate supervisor because she was
unsure of her own abilities, she had no career plans, and she felt she was not qualified
2. Students will probably use the points developed in the textbook as suggested ways that Scott
can prepare herself for career advancement. See the comments below regarding the appendix.
PERSONAL CAREER DEVELOPMENT
I. DEVELOPING PERSONAL SKILLS AND COMPETENCIES
Ask students what competencies are needed to succeed. What characteristics of applicant
II. CHOOSING A CAREER
People generally have to do a lot of searching and job changing to find a career path that is
psychologically and financially rewarding.
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Chapter 5: Expanding the Talent Pool: Recruitment and Careers 73
A. Use of Available Resources
Advise students about facilities on campus that specialize in career planning and
B. Accuracy of Self-Evaluation
In making a self-evaluation, people need to consider the factors that are personally
significant to them.
C. The Significance of Interest Inventories
• Professional career counselors administer interest inventories to their clients. The
Strong Interest Inventory is widely used. The computer scoring of the Strong
inventory also yields scores for Holland’s categories.
D. Evaluating Long-Term Employment Opportunities
A valuable source of information about long-term opportunities in career fields is the
III. CHOOSING AN EMPLOYER
It is advisable for students to consider employment with an organization that has a culture
compatible with their personal needs. For example, students with a high need for
achievement should consider aggressive, achievement-oriented organizations. Those who
IV. BECOMING AN ENTREPRENEUR
• Discussing this topic may appeal to the students, particularly in periods of limited job
opportunities.
V. KEEPING A CAREER IN PERSPECTIVE
Having a job and work are important to people, but it is advisable to keep one’s career in
perspective and not neglect other areas of life.
74 Part 3: Developing Effectiveness in Human Resources
A. Developing Off-the-Job Interests
Off-the-job interests provide a respite from work and also offer satisfaction that
everyone needs.
B. Balancing Marital and/or Family Life
People who are married must give attention to both their marriages and their jobs.
C. Planning for Retirement
An individual’s career development should include planning for retirement as well.