1. Talent management is growing in importance because skilled workers are harder to find.
2. Talent management has a broader range of activities than does training and development
3. Talent management is often focused on just the high potential employees in the organization.
4. Organization-centered career planning focuses on identifying career paths within the organization.
5. A career path designed to retain employees must map out steady upward progression through the
6. An individual’s career will typically cycle between periods of stability and less-stable periods of
7. The primary reason why people choose one career over another is the prospect of high compensation.
8. Phased-retirement is a means of gracefully allowing older employees with outdated skills to gradually
leave the organization.
9. Jennifer was looking forward to early retirement so that she could “get a life.” But she is finding it
difficult to decide how to spend her time. Jennifer describes herself as lacking direction. This is a
common problem for retirees regardless of the age at which they retire.
10. Job rotation is a good method for dealing with plateaued employees.
11. Marcia has introduced herself as experiencing an involuntary career transition. You would probably be
correct in thinking that Marcia is being terminated or laid off.
12. Recent college graduates often experience entry shock in their first job because they resent the close
supervision and the highly-defined problems they are assigned at work after the relative freedom and
independence of school.
13. Not all jobs are compatible with the flexibility that women with small children prefer.
14. By 2020 it is anticipated that women will make up almost half of corporate officer positions.
15. Job sequencing allows women to interrupt their careers for family considerations without having a
negative impact on their ultimate advancement.
16. Dual career ladders have been established by many large companies to deal with the problems faced by
17. Most global firms find it is better to have expatriates rather than locals staff the management positions
of their foreign operations because expatriates have a better understanding of the firm’s operations and
18. Organizations that have extensive employee development programs run the risk of being “training
programs” for other firms that hire away their employees. Consequently, organizational development
efforts need to be closely tied to current and immediate organizational needs.
19. Since development is not tied to the employee’s current job requirements, it is not necessary that
development activities be tied to organizational strategy.
20. Assessment centers are specially equipped training facilities that are used to evaluate individual
employees one-on-one with evaluators.
21. Psychological testing can furnish useful information to employers about such factors as leadership
style, initiative, and supervisory skills.
22. Job rotation tends to be expensive because it takes time for rotated employees to become familiar with
their new units.
23. The learning organization is an organization in which information is shared, leaders value learning,
and the culture supports employees who want to develop new skills.
24. Ann’s supervisor is enthusiastic about instituting outdoor training into their organization. Ann is
concerned that it may not be appropriate because the physical nature of the training and the hazards
involved and a number of Ann’s subordinates are physically-challenged. Ann’s concerns are realistic.
25. John has been promoted to supervisor and is having a difficult time dealing with the people problems
his new position entails. John would be a good candidate for human relations training.
26. If an individual is unlucky and has supervisors with poor management skills, he/she will be unable to
develop good management skills because of this negative model.
27. One of the major problems with management development efforts is inadequate HR planning.
28. Encapsulated development occurs when a single work unit in an organization is used to pilot test new
29. Succession planning should be done for all key jobs in the organization, regardless of hierarchical
30. A replacement chart identifies which employees are qualified to move into key positions when they
31. A favored way organizations develop sustained competitive advantages through human resources is to
hire outside talent into the firm rather than to take years to develop the talent internally.
32. In most closely-held family firms formal succession plans are not needed because succession is passed
on through succeeding generations.
33. Succession planning tends to reduce turnover costs for organizations.
1. What is talent management and how is it linked to other HR functions? Why is it growing in
2. What is the difference between organization-centered and individual-centered career planning? Why
should HR departments facilitate individual-centered career planning if these individuals might not
stay with the organization for their entire career?
3. Why is succession planning important? What key mistakes are often made in succession planning?
4. Describe some methods of assessing the development needs of employees and their advantages and
5. What are the main career challenges for women? What can organizations do to make better use of its