1. In professional networking terminology, what is the value of the type of person that Malcolm Gladwell described as a 'connector'?
A) Access to individuals at very high levels of power in organizations
B) Expert knowledge of the latest professional theories and trends
C) Ability to increase the size of one's network exponentially
D) Quality coaching on relationship management skills
2. Refer to the following scenario for the next 4 questions. The president of a company instructs the HR director to quickly hire a new executive assistant for the organization. The president informs the HR director that she has a preferred candidate for the role. According to the president, the candidate has worked for the company before, so there is no concern regarding skills or abilities. However, the candidate will be relocating from another region of the country. The president discloses to the HR director that there is discussion with the board of directors that she will retire from the organization as part of the pending organizational restructuring. The revised hierarchy does not include a place for the new executive assistant, and the offer will not include relocation assistance or a severance package. The HR director wants to provide the potential candidate with this necessary information during the interview so the candidate can make an informed decision whether to accept the offer. The HR director is concerned that there is potential risk for not following the organizational staffing and selection policy and the absence of transparency. The president is adamant about maintaining the confidentiality of the retirement/restructuring. The HR director reminds the president that moving forward without full disclosure is not in line with the organization's values and culture. What is the best course of action for the HR director to take?
A) A. Request to speak to the chairperson of the board of directors and share the concerns.
B) B. Send an anonymous e-mail to the candidate that provides a very clear warning about taking the job.
C) C. Initiate the regular job search protocol, but, during the phone screen, share with the candidate the organizational restructuring and the pending job elimination.
D) D. Counsel the president, focusing on the benefits of making decisions that reflect the organization's mission and values while supporting the organizational culture.
3. What dilemma could the HR director face if the president's request is ignored and the pending restructuring is shared with the candidate?
A) A. No dilemma will be faced.
B) B. Confidential information will be breached.
C) C. Making an offer on a temporary position is illegal.
D) D. The HR director will not be acting as an effective internal advisor to the president and the candidate.
4. Rather than relocating a candidate from another region, what alternative can the HR director offer that has minimal disruption for the organization?
A) A. The president could be counseled?ÿon the advantages of hiring a local temporary employee who does not require relocation.
B) B. The board of directors and the president could agree to move up the president's exit date and let an interim president make staffing changes.
C) C. Senior leadership could go ahead and announce the organizational changes.
D) D. A temporary agency could be engaged to manage the search and hire a temporary assistant in spite of the president.
5. If an executive assistant is hired for 10 months, what can the HR director do to help the executive assistant prior to announcing the departure of the president and the executive assistant's pending job elimination?
A) A. Have a meeting on internal promotions and career advancement for all staff.
B) B. Confide in a trusted employee?ÿand, during the onboarding, introduce him or her to the new executive assistant as a new-hire buddy assigned to help the assistant learn the organization's culture and new job.
C) C. Be available for advice or counseling during the transition.
D) D. HR can't really do anything in this situation.
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