ANSWER 1. Describe the nature and causes of the problem faced by Samad.
The nature that faced by Samad is a lack of career planning and development from past management that causes high turnover among electrical engineers engineers in the company that his work. Turnover means that the rate at which an employer gains and loses their employees. High turnover may be harmful to a company's productivity if skilled workers are often leaving and the worker population contains a high percentage of new workers. The causes are the electrical engineers felt no ladder up in the job that in technical of engineering aspects, and there is no career development. To be a successful company, the organization itself must have the ability to attract and retain highly skilled employees. So, that organization must be able to compare between what employees want and what employers are willing to give. This participatory approach to human resources and the perception of a common understanding among human resources managers and executives offer benefits through flexible and innovative care of their employees. In addition, Samad found in the area of wage surveys, Electronic Applications are paid 5 to 8 percent above the market for various categories of electrical engineers and do not do anything about that based on the informal exit interview system or in others word, higher position for the engineers after working so many years and the junior and younger engineers have gone to the competitors. Then, the structure of the exit interview survey must have their formal set up that in the future will know possible explanations if anything happen.

2. What additional questions should Samad ask or what additional information is needed before proceeding toward a solution to this problem? Why?
It’s clear that it’s important to develop a retention plan to retain employees and keep turnover low. The additional questions and information that Samad should ask and needed before proceeding toward a solution to this problem is since Electrical Applications did not have an exit interview, Samad should start that first to collect more information about the employees’ opinions about the company such as: i. What is the expectation of an employee if they are stay in the company for the next five years? This can lead Samad to see if the mission and vision of employees are in line with the organization’s goal. ii. What are they as an engineer want as a reward for work done and the added value of an that can differentiate from other engineer that can create a path to move up in engineering aspects? This is because to create ladder for technical aspects of engineering, Samad should also know little bit knowledge of engineering. Then he can differentiate a specialist for some field. Such as Specialist Engineer in Electronics.
The additional information that Samad should focus is on the Retention Methods. The dilemma facing organizations is whether to invest more time and money fine-tuning their recruitment strategy or to pay extra attention to retaining the talent they already have. Recruiting new staff is expensive, stressful and time-consuming. Once the organization has a good staff, please make sure they will stay. The rewards given to employees must be meaningful in order to impact their perception of the organization and therefore have a marked influence on its retention efforts. In addition, to performing exit interviews is to learn why employees are leaving, consider asking longer-tenured employees why they stay. However, Samad can ask questions such as: Why did you come to work here? Why have you stayed with the company? What would make you leave? And what are your nonnegotiable issues regarding your job? What about your past managers? What would you change or improve? Then, use that information to strengthen his employee-retention strategies. Lastly, Samad must have a clear picture of the relationship between cognitive function and operational management needs. He needs to review existing practices toward ensuring that options and solutions improve the design and development.

3. Define career and explain Aminah’s personality and her potential career stages.
The career is very subjective that can defined in many perspectives but for simple word, career is the progress and actions taken by a person throughout a lifetime, especially those related to that person's occupation. In other word, people that moving upward in chosen line of work, making more money for life, having more responsibility and acquiring more status, prestige and power. A career is often composed of the jobs held, titles earned and work accomplished over a long period of time, rather than just referring to one position. Aminah is a hardworking employee based on her performance appraisals that have been uniformly excellent. She has a realistic and investigative personality type according to her job as an electrical engineer at Electronic Application Corporation. She is very independent and practical because she can deal well with the physical world, which often means she is very independent, practical minded, strong, aggressive, intellectual and conservative to do the research and development of the company’s product, silicon chip. She may not have strong communication skills and tend to think in absolutes. But, Aminah likes to study and solve problems that she have identified. She also good at understanding and solving problems comes using an appraisal form to dealing with employee development. Aminah potential career stages are in an industry of engineering, she can become a Senior Specialist Engineer in certain field because Specialist Engineer shown an extra skills and knowledge in his or her field such as Specialist Engineer in Electronic is an engineer that highly skill and high knowledge in electronics field. Senior Specialist Engineer is the next step to award engineer that have been working more than 5 years as specialist engineer. Senior Product Engineer, Specialist Engineer, Product Engineer, Technical Manager, that is the title for engineer that will manage all the engineers in technical aspects, General Manager who may involved in management of organization and no longer directly involved in technical engineering activities and eventually can become a lecturer based on her certificate of MBA in future.

4. What are the individual and organizational benefits of a formalized career development system?
Career development programs are most effective when they are integrated with the organization’s ongoing training and development strategies. Career development planning benefits the individual employee as well as the organization by aligning employee training and development efforts with the organization's mission, goals and objectives. An individual development plan (IDP) is a tool to assist employees in achieving their personal and professional development goals. IDPs help employees and supervisors set expectations for specific learning objectives and competencies. While an IDP is not a performance evaluation tool or a one-time activity, IDPs allow supervisors to clarify performance expectations. IDPs should be viewed as a partnership between an employee and their supervisor, and involves preparation and continuous feedback to upgrade their skills. Many agencies require IDPs for new and current employees, and encourage employees to update them annually. When using an IDP, supervisors develop a better understanding of their employees' professional goals, strengths, and development needs. Employees take personal responsibility and accountability for their career development, acquiring or enhancing the skills they need to stay current in their roles. Some of the benefits of an IDP are: * Provide an administrative mechanism for identifying and tracking development needs and plans. * Assist in planning for the agency's training and development requirements. * Align employee training and development efforts with its mission, goals, and objectives.
There are no regulatory requirements mandating employees complete IDPs within the Federal Government, although many employee and leadership development programs require IDPs (e.g. PMF Program). Completing IDPs are considered good management practice, and many agencies have developed their own IDP planning process and forms. In addition, once an organization has a fair idea about the employee’s strengths and weaknesses, attitude and behavior, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them in the right place. The organization can disseminate all important details and information at all organizational levels in order to ensure effective communication at all levels. It fosters and lays emphasis on better communication within the organization as a whole. It also helps organization retain valued employees by providing them what they want. Since the organization is able to collect all necessary information about a specific individual, it can make efforts to retain them. Lastly, it establishes a reputation of the organization in the market. More and more working professionals see it as a people developer and get attracted towards it.

5. If Samad decides to develop a formalized career development system at Electronic Applications, what components or types of services should be offered? Why?
A career development system includes a variety of components for use in the organizations. In order to increase the efficiency of the system, the HR managers must have complete knowledge about these tools since they play a role of the consultant when employees and supervisors use this system. Plus, they are responsible for designing and developing an effective career development system for their organization. Some activities or components are known as individual career planning tools while some are used for organizational career management. To achieve greater efficiency, most organizations use a right combination of both types of activities. * Firstly, Self Assessment Tools; this is the first technique that is widely used by organizations in their efforts to career management of their employees. This is a career exploration tool where individuals complete self-assessment exercises and full information about their skills, interests, competencies, work attitudes and preferences, long and short term goals and obstacles and opportunities. The whole exercise helps them understand their own desires and aspirations and likes and dislikes. * Secondly, Career Planning Workshops; once employees are through their self-assessment, they share their findings with other individuals and their supervisors in career-planning workshops. It allows them to receive feedback from others and check the reality of their plans and aspirations. They may change their plans if they find them unrealistic and move in a new direction. * Thirdly, Individual Counseling; it is one of the most common activities that are undertaken by almost all people developing organizations. Generally, individual counseling is provided by career development specialists, HR specialists or life skills development trainers. Some organizations hire them from outside while some have their own full fledged departments where they recruit and hire trainers for full time. It helps employees in understanding their own goals, making a change in them if required and working on improving their skills and competencies. * Fourthly, Organizational Assessment Programs; organizational assessment programs include tools and methods for evaluating employees’ potential for growth within the organization. Johnson & Johnson is one company that uses these programs to assess the careers of their employees and evaluate their potential in order to facilitate the staffing and development of special teams known as “tiger teams”. These special teams are formed to speed up the development of new products. The most popular programs under this category include assessment centers, psychological testing, 360 degree appraisal, promotability forecasts and succession planning. * Fifthly as the lastly is Developmental Programs; developmental programs are used by an organization to develop their employees for future positions. They can be internal as well as external and can be performed under the supervision of human resource staff or trainers and specialists from outside. These programs include assessment centers, job rotation programs, tuition refund plans, internal training programs, external training seminars and formal mentoring programs.
In addition to these programs, there are several other components of a career development system such as career programs for special target groups, fast-track or high potential employees, supervisors, senior-level employees, women, technical employees, minorities and employees with disabilities and others.

6. Should the career development activities be integrated with other human resource management activities? if yes, which ones? Why?
Yes, the career development activities should be integrated with a several human resource management activities because its backbone and serves as the functional center of an organization. It operates in both the forefront and behind the scenes as it is intimately involved with every aspect of the business. HR representatives are responsible for the broad and diverse categories of paperwork and employee services. These employees must be skilled in administrative duties as well as interpersonal interactions to handle all the activities associated with the HR department. The HRM activities that involve first is benefit. HR is responsible for managing the benefits packages offered by the business. Various health care plans, profit sharing information and pensions are among the offering of many companies. The HR professionals need to have a clear understanding of these varied benefits, help make determinations on the best package for their company and be proficient at explaining these benefits to the staff. Second is recruitment. The selective recruitment of employees is another major component handled by HR. This involves searching for the right people to fit in specific roles. According to the U.S. Department of Labor, HR professionals often comb college campuses and job fairs for potential candidates. HR can then check references, test for particular skills and conduct interviews to determine if individuals are a good fit for the company. Third is training. Employees need individual instruction when assigned to specific roles. The development of training programs to provide valuable skills education and the teaching of various protocols is handled by HR. The HR department works with management to form training plans that often include manuals, peer mentoring and practice opportunities.

7. What criteria should Samad consider to evaluate good candidates for promotion? What criteria could be used to evaluate the performance supervisors in development of their subordinates?
According to Wikipedia, the free encyclopedia stated that promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee reward for good performance, for example, positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience. A promotion can involve advancement in terms of designation, salary and benefits, and in some organizations the type of job activities may change a great deal. In other fields, when an employee is promoted, their work changes substantially. For example, whereas a staff engineer at a civil engineering firm will spend their time doing engineering inspections and working with blueprints, a senior engineer may spend most of their day in meetings with senior managers and reading financial reports. Samad also should consider from many aspects of candidates to make sure the right person in the right place and job. Some of the criteria is candidates must have their own creativity. Creativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Next, structure. The context and structure we work within always have a set of parameters, limitations and guidelines. Then intuition which means the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. Further, must have a good knowledge. A through knowledge base is essential. He or she has knowledge match with the position of promotion for example, candidates have a competency and skills in the various categories of engineering. Moreover, Samad should consider the commitment of the candidates. The discipline also is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating. Role model the ability to live from your intention consistently and you'll role model an important leadership quality. The criteria that could be used to evaluate the performance of supervisors in the development of their subordinates is: i. Shows Attention To Detail, Accuracy, and Thoroughness: supervisors are consistently demonstrated his/her commitment to quality. He/She is very thorough and accurate and he/she pays close attention to detail in her/his projects. ii. Shows A Commitment To Quality And Excellence: supervisors have demonstrated an exceptional commitment to quality and excellence. He/She is always looking to improve whatever he/she is doing and the quality of his/her work has consistently exceeded expectations. iii. Looks For And Makes Continuous Improvements: Supervisors always looks for and makes continuous improvements in key processes, techniques, and procedures. He/She strives to implement state-of the-art techniques for producing high quality work. iv. Finds the Root Cause of Problems: supervisors are committed to quality and demonstrates great determination in finding the root cause of problems. As a result, he/she is very effective in eliminating problems.

8. Should the company be concerned about dual-career issues such as career conflict, relocation and differences in salary? justify your answer
Yes, the company of Electronic Applications Corporation should concern about this dual-career issues because normally, dual-career issue is not going to go away and all the organizations might as well as to face it. In survey after survey, according to Global HR News, dual-career issues are identified as a key reason that the first-choice candidates turn down international assignments because it is a complicated career decision. If you're young and interested in foreign travel, it could be a great opportunity More than 70 percent of employees moving abroad have a partner who has a separate career of his or her own. In focus groups, many career-oriented expatriate spouses indicate they feel invisible. These are the example of the career conflict. In addition to work permit problems in some countries, international partners face other difficulties: cultural and language barriers, lack of available jobs, reluctance of local managers to employ transient internationals, and a preference for local hires. An international partner must overcome all of these difficulties and create a new professional network, look for a job or educational opportunities, and develop a new support system, often without assistance.
What the organization can do to decrease the issues faced by the accompanying partner is by provide accurate information, the foundation of good assistance. In the case of a dual income couple, the spouse or partner’s career-related options should be evaluated well in advance of the assignment. Spouse and partner considerations are increasingly influencing talent management and business objectives. The complexities inherent in dual-career cases can disrupt a company’s goal to expand globally and build business in new markets. Many corporations acknowledge that they must strategically groom global talent through assignments in order to meet their current and future business and corporate leadership needs. By addressing the dual career issue with the appropriate local support, international assignments can help organizations meet their talent management goals and provide value and positive experiences for their globally mobile employees and families.

9. Being a female, Aminah predict that she might face ‘glass ceiling’ issue. Explain the concept of glass ceiling. Explain why would some individuals hinder or block her advancement up the management ladder. Explain possible strategies or approaches that she could adopt in order to overcome the glass ceiling issue.
The glass ceiling is a term that describes the artificial plateau, beyond which women and other minorities are denied the opportunity to advance to upper levels of executive management. It has become a routine practice to deny thousands of qualified women in the top level jobs, merited by their performance. The glass ceiling barriers toward women are nothing but an insidious form of sex discrimination, in violation of law. Glass ceiling barriers exist at all levels of an organization and affect people at different levels in various industries. And while CEOs increasingly recognize the value of workforce diversity, particularly at the management levels, glass ceiling barriers continue to deny women and minorities the opportunity to compete for and hold executive level position in the private sector. This does not say that women are not moving up the corporate ladder. Moreover, in other word, the glass ceiling is the barriers that keep minorities of women from rising to the upper levels of corporate ladder regardless their qualifications or achievements.
The reason of why some individuals would block her advancement up the management ladder is male stereotyping and preconceptions of women which perception of women’s abilities and commitment to their careers. Having children brings a lot of responsibilities to a family life and this is the reason why many women decide to leave their careers prematurely so as to raise their children sufficiently. For this reason, employers occasionally hesitate to promote women because they are afraid that women will choose their families first. Nonetheless, an increasing number of companies are realizing the fact that women need some time out and have undertaken attempts to encourage women to remain longer in their careers as the participation of women is vital to the diversity and to the successes of corporations. The different needs of women lead them to create a self-imposed glass ceiling, in this manner only artificially seeming as if a glass ceiling would block their careers. Confronted with the ever-present glass ceiling, it is no longer possible, as has often been the case, to talk of the “choice of women for family” in explaining the absence of women applying for certain vacancies, whilst at present many women uphold both a successful career and children. It is therefore necessary to “shift the focus” so as to give more weight to the organizational obstacles outlined here.
The strategies to overcome the glass ceiling issues are first, obviously you must have a credible value proposition for your place within the firm. The more people that perceive you as being credible the more likely you are to be given the opportunity to rise to that position. The less you are perceived in this light the more necessity for you to create it. Perception is reality. Positioning is created through self-marketing, self-branding, self-publicity and other tactics. A perception must be created that you are best suited to occupy the space, and you must be able to articulate it with eloquence. Some people have a natural tendency toward these skills, others deliberately learn them. With every fiber in your body you must believe that your worth is of exceptional value and will indeed improve the firm's 'condition'. It is your unfailing belief in yourself that will help you persist, endure, ask more questions, listen more intently, follow up, follow through and you must believe in yourself, particularly in professional services where you are the product. If you don't believe in you, why should anyone else?. Any run at getting ahead should not even begin unless we truly believe that we have something to offer that could significantly improve the firm's condition. Stick-ability is the capability to stay memorable in the minds of others, the fact is, most people just aren't. You go to a function, a meeting, a seminar and you meet lots of people. Career practitioners can help women break the glass ceiling, bypass men moving up the glass escalator, or help them avoid falling from the glass cliff. Moreover, according to an article by Nicki Gilmour, Founder and CEO of theglasshammer.com, effective network building isn’t the same as networking and it is more than just socializing. Building your network requires more than idle chit chat with nice people. Look for events to engage with your peers. “All good networks provide support but should also provide access to senior members (both men and women) in your firm,” says Gilmour. Then, Aminah should join a professional industry-related association to keep up-to-date with your field and to meet new people. Gain more visibility by volunteering to serve on the board or pitching in at the annual conference. Not only is it important to expand your network outside the office, it’s important to network within your organization as well. Do you have coffee or lunch with colleagues from other departments? Networking within will help keep you visible and it will help you understand what is going on in other areas of the company. In addition, a mentor can help guide you, connect you with other influential people, and help you over the hurdles on the way to the top. Typical developmental areas a mentor can help with include time management, stress management, prioritizing, teamwork, and communication skills. Further, self-promotion is recognized as one of the most important attributes for getting ahead, but learning to share your talents and successes without coming across as smug or rehearsed is a tricky skill. For women who decide to remove themselves from the workplace to raise children or care for elderly parents, career practitioners again can help these clients create a plan to maintain marketability while taking time off from paid employment. Those who complain about glass ceilings should keep in mind that glass can be shattered if one strikes it hard enough and long enough.