Chapter8

Human Resource Management

Learning Goals

Describe human resource management (HRM).
Explain how organizations attract a quality workforce.
Explain how organizations develop a quality workforce.
Explain how organizations maintain a quality workforce.

Great Employers Respect Diversity and Value People

Working Mother Magazine: A management benchmark for employers and potential employees.
Top Practices: Flextime, telecommuting, maternity leave, compressed workweeks, and job-sharing opportunities.
Mentoring Programs: Strong emphasis on mentoring programs.
Work-Life Balance: Companies provide services to help working moms achieve work-life balance.
Example: Teddi Hernandez of Hallmark Cards adopted five children using company benefits and reduced her work schedule to care for a child with Asperger's syndrome.
Working Mother: Supports women in integrating professional, family, and inner lives.

Benchmark

Review "Canada's Top 100 Employers" list online.

Professionalism

Definition: A commitment to meeting professional standards.
Examples: Medicine, law, and accounting are governed by professional codes.
Business and Management: Professionalism is expected in management careers.
Self-Reflection: Picture yourself in your ideal job and consider how a real professional would act.
Canadian Council of Human Resources Associations (CCHRA): Offers a framework for professionalism through the Certified Human Resources Professional (CHRP) designation.
Commitment: Knowledge of core competencies, understanding legal requirements, and maintaining standards of behavior relating to fairness, justice, truthfulness, and social responsibility.

Code of Ethics of the Canadian Council of Human Resources Associations (CCHRA)

Offers a framework for professionalism, especially regarding the Certified Human Resources Professional (CHRP) designation.

Commitment: Maintaining standards of behavior relating to fairness, justice, truthfulness, and social responsibility.
Not every manager meets these standards, but they should strive to. Professionalism is a personal approach to future jobs and careers.

Get to Know Yourself Better

Self-Assessment: Reflect on indicators of professionalism.
Employer's Perspective: Consider the questions an employer would ask to assess a candidate's professionalism.

Human Resource Management

Human Capital: The economic value of people with job-relevant abilities, knowledge, ideas, energies, and commitments.
Human Resource Management (HRM): The process of attracting, developing, and maintaining a high-quality workforce.
Jeffrey Pfeffer: Challenges managers to invest in people and their talents, as organizations that invest in people outperform those that don't.

Human Resource Management (Continued)

High-performing organizations thrive on strong foundations of human capital.

Graham's Test for Managing Human Resources

Two questions to assess someone's approach to managing human resources:

1.  Which qualities do you look for in employees? (work ethic, ambition, knowledge, creativity, etc.)
2.  Where can you find people with these qualities? (everywhere)

Human Resource Management Process

Goal: Building organizational performance capacity through people.

Three major responsibilities:

1.  Attracting a quality workforce (human resource planning, employee recruitment, and employee selection).
2.  Developing a quality workforce (employee orientation, training and development, and performance management).
3.  Maintaining a quality workforce (career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations).

Global Human Resource Management

IBM: Aims for "global integration," locating jobs where they can be done best, with a workforce of 375,000+ workers on six continents.

William J. Amelio (Lenovo CEO)

Uses "world sourcing" to describe his firm's global workforce strategy.

SNC-Lavalin: Multinational engineering and construction firm with major offices in over 35 countries.

Table 8.1: Global Workforce Perks

Examples of country-specific perks:

China: payments to employee housing fund (23 days off)
India: pay for care of aging parents (31 days off)
Japan: kazoku teiate, or family allowances, on top of health benefits cover traditional Chinese medicines (35 days off)
Hong Kong: pay (26 days off)
Russia: company-sponsored mortgages (39 days off)

Challenges in Managing a Global Workforce

Tracking Expertise: IBM uses Marketplace, a global database, to match employees with jobs.
Hiring Challenges: Competing to hire and retain the best workers worldwide under varying local conditions.
India: Job hopping is common; new workers seek immediate rewards but remain traditional in many cultural ways; support for aging parents is a sought-after perk.

Legal Environment of HRM

Microsoft's issues with skilled worker visas highlight the importance of valuing human capital in a fully inclusive manner.

Talent is not restricted by national origin, race, gender, religion, etc.

Laws Against Employment Discrimination

Discrimination: Occurs when someone is denied a job for reasons not job-relevant.
Canada: Extensive laws protect against discrimination.

Canadian Human Rights Act

Applies to federal government departments and agencies and to private-sector employers governed by federal legislation.

Covers discrimination based on race, color, national or ethnic origin, religion, age, sexual orientation, pregnancy, marital status, family status, physical or mental disability, and pardoned criminal conviction.

Employment Equity Act

Aims to achieve equality in the workplace, addressing disadvantages experienced by women, aboriginal peoples, persons with disabilities, and members of visible minorities.

Employment equity means more than treating persons in the same way but also requires special measures and the accommodation of differences.
Criticisms focus on group membership as a criterion, leading to claims of reverse discrimination.

Provincial and Municipal Legislation

Provides the framework for provinces and municipalities, ensuring citizens have the right to employment based on ability and performance.

Each provincial human rights commission can impose remedies on organizations that do not resolve discrimination charges.

Table 8.2: Sample of Prohibited Grounds of Employment Discrimination in Canada

The table provides major grounds on which discrimination is prohibited.

Current Legal Issues in Human Resource Management

Managers and HR professionals must stay informed about new and changing laws.

Failure to follow laws results in fines and penalties.

Sexual Harassment

Occurs when people experience conduct or language of a sexual nature that affects their employment situation.

Defined as behavior that creates a hostile work environment, interferes with job performance, or interferes with promotion potential.
Organizations should have clear sexual harassment policies and procedures.
Both the Canadian Human Rights Act and the Canada Labour Code protect federally regulated employees.

Comparable Worth

The notion that persons performing jobs of similar importance should be paid at comparable levels.

Addresses gender disparities in pay.

Pregnancy Discrimination

Against the law.

Complaints are commonly filed with provincial human rights commissions.
Pregnant women have a role to play in the workplace, and efforts to exclude them will not be tolerated.
Studies show negative biases toward pregnant applicants.

Part-Time Workers and Independent Contractors

Legal status and employee entitlements are being debated.

More persons are hired as temporary workers without benefits.
Legal cases seek to make independent contractors eligible for benefits.

Workplace Privacy

The right of individuals to privacy on the job.

Employers can monitor work performance and behavior but practices can become invasive.
Information technology enables easy monitoring of emails, internet searches, and phone conversations.
Best approach: "Assume you have no privacy at work."

Issues and Situations: Sexual Harassment Laws Are Strict

A case involving the former CEO of Toyota's North American operations alleged sexual harassment.

Sexual harassment laws are strict, and employers must protect workers from hostile work environments.
Any sexual harassment charge needs full and fair investigation.

Questions Regarding the case: Sexual Harassment Laws Are Strict

1. Should foreign employers in North America be forgiven, or at least face relaxed penalties, when they run afoul of Canadian, American, or Mexican employment laws that are very different from those of their home countries?
2. Suppose you learn from another student or co-worker that she or he is the target of romantic overtures from an instructor or boss. What do you do, if anything?

Knowledge & Understanding 1

Definitions of key terms:

Define human capital.
Define HRM.
What is the goal of HRM?
State the three major responsibilities of HRM.
State two ways human resources management changes in a global environment.
What are two challenges of managing a global workforce?
Define discrimination. State an example.
What is the Canadian Human Rights Act?
What is the Employment Equity Act?
Define employment equity.
State five prohibited grounds for discrimination in your province.
Define sexual harassment.
What is comparable worth?
What is pregnancy discrimination?
What is workplace privacy?

Attracting a Quality Workforce

The first HRM responsibility is to attract a high-quality workforce whose talents match the jobs to be done.

Stantec Consulting: Identifies its "people strategy" hiring goal on its corporate website.

To attract the right people, an organization must:

Know exactly what it is looking for.
Understand the jobs to be done and the talents required.
Have systems in place to excel at employee recruitment and selection.

Human Resource Planning

The process of analyzing an organization's staffing needs and determining how to best fill them.

Identifies staffing needs, assesses the existing workforce, and determines future additions or replacements.
Becomes strategic when done in reference to organizational mission, objectives, and strategies.

Steps in Strategic Human Resource Planning

Review organizational mission, objectives, and strategies
Assess current human resources
Forecast human resource needs
Make comparison
Develop and implement human resource plans

The foundations for human resource planning include:

Job Analysis: The orderly study of job facts to determine what is done when, where, how, why, and by whom.
Job Descriptions: Written statements of job duties and responsibilities, updated using job analysis information.
Job Specifications: Lists of qualifications needed for a given job, such as education, prior experience, and skill requirements.

Recruiting Techniques

A set of activities designed to attract a qualified pool of job applicants to an organization.

Recruiting should bring employment opportunities to the attention of people whose abilities and skills meet job specifications.

Three steps in a typical recruitment process:

1.  Advertisement of a job vacancy.
2.  Preliminary contact with potential job candidates.
3.  Initial screening to create a pool of qualified applicants.

External and Internal Recruitment

External Recruitment: Seeks job candidates from outside the hiring organization (e.g., university campuses, websites).
Internal Recruitment: Seeks job applicants from inside the organization (e.g., newsletters, electronic postings).

Recruitment Methods

External recruitment brings fresh perspectives, expertise, and work experience.

Internal recruitment is less expensive and deals with known performance records.
Internal recruitment builds employee loyalty and motivation.

Realistic Job Previews

In traditional recruitment, the emphasis is on selling the job and organization to applicants, focusing on positive features and concealing negatives.

This can create unrealistic expectations and costly turnover.

Ethics

An advertisement example raises ethical questions about gender-specific recruitment in automobile sales.

Realistic Job Previews (continued)

Realistic job previews give candidates all pertinent information about the job and organization without distortion, before the job is accepted.

Instead of selling only positive features, realistic recruitment tries to be open and balanced.
Higher levels of early job satisfaction and less inclination to quit prematurely are expected benefits.

Selection Techniques

The process of choosing individuals to hire from a pool of qualified job applicants.

Selection Process

Completion of a formal application
Interviewing
Testing
Reference checks
Physical examination
Final analysis and decision to hire or reject

The goal is to get the best fit between the new hire and the organization.

Applications and Interviews

Applications declare the individual as a job candidate and document their background and qualifications.
The personal resumé should accurately summarize a person's special qualifications and accomplishments.

Interviews

are times when both the job applicant and potential employer can learn about one another, but they can be difficult experiences.

Interviewers can ask the wrong things, talk too much, or have personal biases.
Interviewees may be unprepared, poor communicators, or lack interpersonal skills.

Management Smarts 8.1: How to Succeed in a Telephone Interview

A checklist for success in telephone interviews:

Prepare ahead of time
Take the call in private
Dress as a professional
Practise your interview "voice"
Have reference materials handy
Have a list of questions ready
Ask what happens next

Employment Tests

Common employment tests: intelligence, aptitudes, personality, interests, and ethics.

Tests should meet the criteria of reliability and validity.
Reliability: The test is consistent in measurement.
Validity: There is a demonstrable relationship between a person's test score and eventual job performance.

New Developments in Employment Testing

Extend into actual demonstrations of job-relevant skills and personal characteristics.

Assessment Centre: Evaluates a person's potential by observing their performance in experiential activities designed to simulate daily work.
Work Sampling: Asks applicants to do actual job tasks while being graded by observers.

Reference and Background Checks

Inquiries to previous employers, academic advisors, co-workers, or acquaintances regarding the qualifications, experience, and past work records of a job applicant.

Reference checks can verify resumé material and better inform the potential employer.

Physical Examinations

Help ensure that the person is physically capable of fulfilling job requirements.

May be used for enrolling the applicant in health-related fringe benefits.
Drug testing is a controversial development.
In Canada, both physical examinations and drug testing have been scrutinized and limited by human rights cases.

Final Decisions to Hire or Reject

The best decisions involve extensive consultation among the applicant, future manager, co-workers, and HR staff.

Emphasis should focus on the person's capacity to perform well.
A "good fit" can produce long-term advantage, while a "bad fit" can cause long-term problems.

Knowledge & Understanding 2

A review of the principles of attracting a quality workforce.

Define human resource planning.
Differentiate between a job analysis, job description, and job specifications.
Define recruitment.
State the three steps in the typical recruitment process.
Define external recruitment. State five examples.
What are the advantages of external recruitment?
Define internal recruitment. State five examples.
What are the advantages of internal recruitment?
Explain the differences between traditional recruitment and realistic job previews.
Define selection.
State the six steps in the selection process.
Explain how the selection process can be difficult for both the interviewer and the person being interviewed.
Define reliability.
Define validity.
What is the difference between an assessment centre and work sampling?
What is the purpose of a reference check?

Developing a Quality Workforce

When people join an organization, they must "learn the ropes" and become familiar with "the way things are done."

Orientation and Socialization

The first formal experience of workplace newcomers often begins with orientation.

A set of activities designed to familiarize new employees with their jobs, co-workers, and key aspects of the organization.
Clarifies mission and goals, explains the culture, and communicates key policies and procedures.
Canadian grocery parent company Loblaw offers a new graduate orientation program with 18 months of paid rotational training.

Socialization

A process that helps new members learn and adapt to the ways of the organization.

Occurs during the first six months of employment.
A good orientation helps ensure that socialization sets the right foundations for high performance, job satisfaction, and work enthusiasm.

Training and Development

A set of activities that helps people acquire and improve job-related skills.

Applies both to initial training and to upgrading skills.
Organizations invest in training and development programs to ensure that everyone always has the capabilities needed to perform well.

On-the-Job Training

Takes place in the work setting while someone is doing a job. Includes the following:

Job Rotation: People switch tasks to learn multiple jobs.
Coaching: An experienced person provides performance advice to someone else.
Mentoring: Early-career employees are formally assigned as proteges to senior persons.
Modelling: Someone demonstrates expected performance through their behavior(e.g. ethical management).

Sample Training Goals and Options

A table that summarizes the different sample training programs.

Off-the-Job Training

Accomplished outside the work setting.

Management Development: Training designed to improve a person's knowledge and skill in the fundamentals of management.

Performance Management

A system that ensures performance standards and objectives are set, performance is regularly assessed, and actions are taken to improve future performance.

Performance Appraisal Purposes

The process of formally assessing someone's work accomplishments and providing feedback.

Serves both evaluation and development purposes.
The evaluation purpose focuses on past performance and measures results against standards.
The development purpose focuses on future performance, identifying goals, obstacles, and support.

Research Brief: Racial Bias May Exist in Supervisor Ratings of Workers

The research identifies biased supervisory patterns towards people of differing racial backgrounds.

Performance Appraisal Methods

Methods should be as reliable and valid as possible.

Reliable: Consistently yields the same result over time or for different raters.
Valid: Unbiased and measures only factors directly relevant to job performance.

Graphic Rating Scale

A checklist for rating an individual on traits or performance characteristics.

Quick and easy, but has poor reliability and validity.

Behaviorally Anchored Rating Scale (BARS)

Describes actual behaviors for various levels of performance achievement in a job.

More reliable and valid than the graphic rating scale.

Critical-Incident Technique

Keeps a running log or inventory of effective and ineffective job behaviors.

This written record can be specifically discussed with the individual.

Multi-Person Comparisons

Formally compare one person's performance with that of one or more others.

Rank Ordering: All persons being rated are arranged in order of performance achievement.
Paired Comparisons: Each person is formally compared with every other person.
Forced Distribution: Each person is placed into a frequency distribution.

360° Feedback

Includes superiors, subordinates, peers, and even internal and external customers.

Knowledge Understanding 3

A review of the principles of developing a quality workforce.

Define orientation.
Define socialization.
Why is socialization important?
Define training.
State the four types of on-the-job training methods.
What is job rotation?
What is coaching?
What is mentoring?
What is modelling?
Define off-the-job training.
What is management development?
What is the purpose of a performance management system?
Define performance appraisal.
Differentiate between the evaluation and development purposes of a performance appraisal.
What is a graphic rating scale? What are its limitations?
What is a behaviourally anchored rating scale? Why is it better than a graphic rating scale?
What is a critical-incident technique?
What are multi-person comparisons?
State and define the three types of multi-person comparisons.
Define 360° feedback.

Maintaining a Quality Workforce

It isn't enough to hire and train workers, they must also be successfully nurtured, supported, and retained.

Flexibility and Work-Life Balance

How people balance the demands of careers with their personal and family needs.

The "family friendliness" of an employer is a screening criterion for job candidates.
Work-life balance is enhanced when workers have flexibility in scheduling work hours, locations, vacations, and personal time off.

Flexibility programs

are becoming essential for employers to attract and retain talented workers.

Employers create flexibility by helping workers handle family matters through on-site daycare and elder care, concierge services, and work sabbaticals.

Compensation and Benefits

Pay and benefits are important for attracting and retaining workers.

Base Compensation: Market-competitive salary or hourly wage.

Merit Pay Systems

Trend is largely toward "pay-for-performance."

Pay increases are based on an assessment of how well you perform.
A good merit raise is a positive signal to high performers and a negative signal to low performers.

Bonuses and Profit-Sharing Plans

Types of bonus compensation.

Bonus Pay Plans: Provide one-time payments to employees who meet specific performance targets or make extraordinary contributions.
Profit-Sharing Plans: Distribute to employees a proportion of net profits earned by the organization.
Gain-Sharing Plans: Allow groups of employees to share in any savings or "gains" realized when their efforts result in measurable cost reductions or productivity increases.

Stock Ownership and Stock Options

Some employers provide employees with ways to accumulate stock in their companies and thus develop a sense of ownership.

Employee Stock Ownership Plan: Employees purchase stock directly through their employing companies, sometimes at discounted rates. WestJet embodies this principle
Stock Options: Give the owner the right to buy shares of stock at a future date at a fixed price. Can have restricted use to tie high performers to the employer.

Fringe Benefits

Non-monetary forms of compensation such as health insurance and retirement plans.

Can add as much as 30 percent or more to a typical worker's earnings.
Rising costs of benefits are a major worry for employers.

Flexible Benefits Programs

Let the employee choose a set of benefits within a certain dollar amount.

Trend is also toward more family-friendly benefits.

Employee Assistance Programs

Help employees deal with troublesome personal problems.

Offer assistance in dealing with stress and substance abuse. Refers for domestic violence and abuse.

Retention and Turnover

Some replacement decisions transfer and promote people among positions, while others involve terminations, layoffs, and retirements.

Organizations needs to review human resource plans, update job analyses, renew hiring, and ensure that retention and turnover are well managed.

Retirement

Many organizations offer special counseling and other forms of support to retiring employees.

Early Retirement Incentive Programs: Give workers financial incentives to retire early.

Termination

The involuntary and permanent dismissal of an employee.

Should be handled fairly according to organizational policies and in full legal compliance.

Wrongful Dismissal: Workers have legal protections against discriminatory firings; employers must have bona fide job-related reasons for any termination decisions.

Canadian Company in the News: WestJet Airlines: Flying High

WestJet has been voted onto Canada's Top 100 Employers and Alberta's Top Employers lists due to onsite ammenities.

Labour-Management Relations

Labour unions are organizations to which workers belong that deal with employers on the workers' behalf.

The Trade Unions Act of 1985 protects employees by recognizing their right to join unions and engage in union activities.
The Canada Labour Code consolidates the various statutes relating to labour practices in Canada.
The Canada Industrial Relations Board is responsible for interpreting and administering the various elements of the Canada Labour Code.

Labour Unions

Unions remain important forces in the workplace.

The Canadian Union of Public Employees (CUPE) is Canada's largest union, with over 600,000 workers nationwide.

Collective Bargaining

The process through which labour and management representatives negotiate, administer, and interpret labour contracts.

A variety of demands, proposals, and counterproposals are exchanged.

Traditional Adversarial View of Labour-Management Relations

Labour and management are viewed as adversaries, but this is giving way to a more collaborative one.

Two-Tier Wage Systems

Pay new hires less than workers with more seniority already doing the same jobs.

Promote "ageism" and inhibit the skill development of young, inexperienced, and/or low-income earners.
Proponents argue that these systems enable companies to keep jobs in Canada that would otherwise be lost due to foreign outsourcing.

Knowledge & Understanding 4

A review of the key concepts of maintaining a quality workforce.

Define work-life balance.
How can companies enhance work-life balance?
Define base compensation.
What is merit pay? On what is a good merit pay system based?
Define bonus pay.
Define profit sharing.
Define gain sharing.
What is an employee stock ownership plan?
Define stock options.
Define fringe benefits.
Provide examples of fringe benefits.
What are flexible benefits? Why would employees like to have flexible benefits?
Define family-friendly benefits. Provide five examples.
Define employee assistance programs. Provide five examples.
Define early retirement incentive programs.
Define termination.
What is wrongful dismissal?
What is a labour union?
Define collective bargaining.
What is a labour contract?
State and describe the three ways unions can make things difficult for management.
State and describe the three ways management can make things difficult for unions.
What is a two-tier wage system?

Management Learning Review

End of Chapter Questions: Knowledge and Understanding

A review of the main ideas behind effective HRM policies.

Human resource management is the process of __ , developing, and maintaining a high-quality workforce.
(a) attracting (b) compensating (c) appraising (d) selecting
Which is not a major responsibility of human resource management?
(a) Attracting a quality workforce
(b) Developing a quality workforce
(c) Maintaining ISO 14001
(d) Performance management
__ regulations are designed to ensure equal employment opportunities for persons historically underrepresented in the workforce.
(a) Realistic recruiting (b) External recruiting
(c) Employment equity (d) Employee assistance
If an employment test yields different results over time when taken by the same person, it lacks __ .
(a) validity (b) specificity (c) realism (d) reliability
The assessment centre approach to employee selection relies heavily on __ .
(a) pencil-and-paper tests
(b) simulations and experiential exercises
(c) 360° feedback
(d) formal one-on-one interviews
__ is a form of on-the-job training wherein an individual learns by observing others who demonstrate desirable job behaviors.
(a) Case study (b) Work sampling (c) Modelling (d) Simulation
The first step in strategic human resource planning is to __ .
(a) forecast human resource needs
(b) forecast labour supplies
(c) assess the existing workforce
(d) review organizational mission, objectives, and strategies
In Canada, the __ protects employees' right to join unions and engage in union activities.
(a) Canadian Human Rights Act (b) Trade Unions Act of 1985
(c) Canada Labour Code (d) Employment Equity Act
Socialization of newcomers occurs during the __ step of the staffing process.
(a) recruiting (b) orientation (c) selecting (d) training
In human resource planning, a(n) __ is used to determine exactly what is done in an existing job.
(a) critical-incident technique (b) assessment centre
(c) job analysis (d) multi-person comparison
Which of the following is not an on-the-job training program?
(a) Gain sharing (b) Job rotation (c) Coaching (d) Modelling
The __ purpose of performance appraisal is being addressed when a manager describes training options that might help an employee improve future performance.
(a) development (b) evaluation (c) judgemental (d) legal

Key Terms

Definitions of human resource terms.

Management Learning Review

End of Chapter Questions: Thinking and Inquiry

Why is human resource management critical to a company's success?
Explain how hiring a global workforce is different from hiring a domestic one.
Why do you think the Canadian Human Rights Act and the Employment Equity Act are needed in Canada?
What is your opinion of employment equity?
Why do companies need sexual harassment policies?
Why do you think employers tend to discriminate against pregnant potential job candidates?
Do you think an employer should be able to read your workplace email? Why or why not?
How do internal recruitment and external recruitment compare in terms of advantages and disadvantages for the employer?
Discuss the value of realistic job previews to employers and job candidates.
Why is it important that employment tests be reliable and valid?
Why should you always ask people to be a reference before you submit their name?
What is the difference between orientation and training?
What do you think about multi-person comparisons as a form of performance appraisals?
Why do you think WestJet provides employee stock ownership plans?
Explain how stock options lead to improved employee performance.
When negotiating a pay package, why is it important to ask for fringe benefits?
Why might retirement be difficult for some people?

Management Learning Review

End of Chapter Questions: Communication

You are a recruiter for a video game production company. You are trying to hire staff to work in the sales department.
(a) Create five questions for a phone interview.
(b) With a partner, practice answering each other's questions role playing the phone interview.
In your opinion, should companies be able to test for drugs during a physical examination for a job? Write a five to six sentence response.
Potential employers will search the Internet to find out information about you. Search your name and see what they may find. State the elements that will impress a potential employer. State the elements a potential employer may find unimpressive.
With a partner, look at each other's Facebook (or other social network) page. State the elements that employers will find impressive. State the elements that employers may: find unimpressive.
Check that the following information you are giving employers is professional.
(a) Email address
(b) Answering phone message
(c) Twitter
Create a professional LinkedIn (or other professional recruitment site) page for yourself.
(a) Find a professional looking photo of yourself.
(b) Create a strong tagline for yourself.
(c) Include your education, volunteer work, certifications, and other relevant information.
It can be difficult in high school to envision the career you may want. It is important to select a job that reflects your interests and skills. Answer the following questions that will help you narrow down some of your career possibilities.
(a) If you could spend a day doing what you like, state 10 activities you would do in the day.
(b) State five careers in which you are interested.
(c) Select three of the above activities or careers. Create a mind map for each one. Put the career or activity in a circle in the middle of the page. Attach a line to the circle and put a company that is involved in this activity or has the career. Do this 10 times for each circle. Complete two more mind maps.
(d) Select one of the companies on the mind maps. Pick the company that appeals to you most. Look on their website for job postings. Select a posting and write a cover letter for it.
(e) Create a two to three minute video resumé you could send to the employer.
(f) Create five possible job interview questions for the job.
(g) Provide your answers to the job interview questions you created.
(h) With a partner, role play the interview.
(i) Find three Twitter accounts that are relevant to your possible career. Follow these people, adding interesting information. Networking with people who work in the sector you are interested in is important.
(j) Create a thank you email or tweet to the interviewer thanking them for interviewing you.

Management Learning Review

End of Chapter Questions: Application

Many Canadians work outside of Canada at one point in their career.
(a) Name a country in which you would like to work.
(b) Why did you select this country?
(c) What problems might you encounter while working there?
Name three people you could use as a reference for a job. They cannot be family members. You should have a variety between academic and work references.
You are hiring for the position of an assistant manager at a fast food restaurant. Will you use internal or external recruitment? Why did you select this option? State three ways you can make applicants aware of the job.
You are hiring for the job of assistant manager at a fast