engineering position and four as a section chief. The latter promotion was the highest position in research and development other than the position of director of research and development. Morgan claimed that the company doesn't really care about its good people." In her view, the present director, Harry James, does not want to allow his "better people to move up in the organization. He is more interested in keeping them in his own department so he can meet his own departmental goals without having to orient and train new employees. Morgan also claimed she was told she "has a bright future with the company" by both James and the former personnel director. Her performance appraisals have been uniformly excellent. She went on to criticize the company for using an appraisal form with no sections for dealing with employee development. Morgan recommended that steps be taken to remedy each of the problems she identified. Among these steps were helping employees identify future develop- ment opportunities, rewards for supervisors who successfully mentor subordinates, planning to identify future job opportunities, better communication of job opportunities, identification of career paths and career ladders, greater efforts to help employees achieve work/family life balance, childcare assistance, and telecommuting opportunities. Sweeney checked out the information Morgan had provided him and found it to be accurate. Moreover, he heard through the "grapevine" that she is in line for an excellent position with a nearby competitor. Clearly, he has an even greater challenge than he had anticipated. He realizes he has an immediate problem concerning high turnover of certain key employees. In addition, Sweeney also has a series of interconnected problems associated with career development However, he is not quite sure what steps to take and in what order. QUESTIONS 1. Describe the nature and causes of the problem faced by Harold Sweeney. 2. What additional questions should Sweeney ask or what additional information is needed before proceeding toward a solution to this problem? Why? 3. What are the individual and organizational benefits of a formalized career development system? 4. If Sweeney decides to develop a formalized career development system at Electronic Applications, what components or types of services should be offered? Why? 5. Should the career development activities be integrated with other human resource management activities? If yes, which ones? Why? 6. What criteria should Sweeney consider to evaluate good candidates for promotion? What criteria could be used to evaluate the performance of supervisors in development of their subordinates? engineering position and four as a section chief. The latter promotion was the highest position in research and development other than the position of director of research and development. Morgan claimed that the company doesn't really care about its good people." In her view, the present director, Harry James, does not want to allow his "better people to move up in the organization. He is more interested in keeping them in his own department so he can meet his own departmental goals without having to orient and train new employees. Morgan also claimed she was told she "has a bright future with the company" by both James and the former personnel director. Her performance appraisals have been uniformly excellent. She went on to criticize the company for using an appraisal form with no sections for dealing with employee development. Morgan recommended that steps be taken to remedy each of the problems she identified. Among these steps were helping employees identify future develop- ment opportunities, rewards for supervisors who successfully mentor subordinates, planning to identify future job opportunities, better communication of job opportunities, identification of career paths and career ladders, greater efforts to help employees achieve work/family life balance, childcare assistance, and telecommuting opportunities. Sweeney checked out the information Morgan had provided him and found it to be accurate. Moreover, he heard through the "grapevine" that she is in line for an excellent position with a nearby competitor. Clearly, he has an even greater challenge than he had anticipated. He realizes he has an immediate problem concerning high turnover of certain key employees. In addition, Sweeney also has a series of interconnected problems associated with career development However, he is not quite sure what steps to take and in what order. QUESTIONS 1. Describe the nature and causes of the problem faced by Harold Sweeney. 2. What additional questions should Sweeney ask or what additional information is needed before proceeding toward a solution to this problem? Why? 3. What are the individual and organizational benefits of a formalized career development system? 4. If Sweeney decides to develop a formalized career development system at Electronic Applications, what components or types of services should be offered? Why? 5. Should the career development activities be integrated with other human resource management activities? If yes, which ones? Why? 6. What criteria should Sweeney consider to evaluate good candidates for promotion? What criteria could be used to evaluate the performance of supervisors in development of their subordinates