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10-1
Chapter 10 – Career Development
©2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
CHAPTER 10
Career Development
Chapter Learning Objectives
1. Define career development and summarize its major objectives.
2. Name the three entities required to provide input for a successful career
development program and briefly describe their respective responsibilities.
3. Describe the steps involved in implementing a career development program.
4. Define career pathing and career self-management.
5. List several myths employees hold related to career planning and advancement.
6. List several myths management holds related to career development.
7. Define a career plateau and a plateaued employee.
8. Describe the four principal career categories.
9. Explain the concept of a career lattice.
10. Distinguish between dual-career couples and dual-earner couples.
11. Define outplacement.
12. Explain what the glass ceiling is.
13. List some of the online career development resources that are available today.
14. Explain the concept of life preparedness.
Chapter Outline
Career development is an ongoing, formalized effort by an organization that focuses on
developing and enriching the organization’s human resources in light of both the
employees’ and the organization’s needs.
I. Why is Career Development Necessary?
From the organization’s viewpoint, career development has three major objectives:
• To meet the immediate and future human resource needs of the organization on a
timely basis.
• To better inform the organization and the individual about career paths within the
organization.
• To utilize existing human resources programs to the fullest by integrating the
activities that select, assign, develop, and manage individual careers with the
organization’s plans.

10-2
whole or part.
Career planning is the process by which an individual formulates career goals and
develops a plan for reaching those goals.
II. Who is responsible for Career Development?
Successful career development requires actions from three sources: the organization, the
employee, and the employee’s immediate manager.
A. Organization’s Responsibilities
The organization is the entity that has primary responsibility for instigating and
ensuring career development. Specifically, the organization’s responsibilities are to
develop and communicate career options within the organization to its employees. The
organization should promote the conditions and create an environment that will
facilitate the development of individual career plans by employees.
B. Employee’s Responsibilities
The primary responsibility for preparing individual career plans rests with the
individual employees. It requires a conscious effort on the part of the employee. The
organization can help by providing trained specialist to encourage and guide the
employee. This can best be accomplished by allotting a few hours of company time
each quarter to this type of planning.
C. Manager’s Responsibilities
Although not expected to be a professional counselor, the managers can and should
play a key role in facilitating the development of a subordinate’s career. First and
foremost, the manager should serve as a catalyst and sounding board. The manager
should show an employee how to go about the process and then help the employee
evaluate the conclusions. Table 10.1 lists several roles a manager might perform to
assist subordinates in developing their careers.
III. Implementing Career Development
Successful implementation of a career development program involves four basic steps at
the individual level: the individual’s assessment of his or her abilities, interests, and
career goals; the organization’s assessment of the individual’s abilities and potentials;
communication of career options and opportunities within the organization; and career
counseling to set realistic goals and plans for their accomplishment.

10-3
whole or part.
A. Individual Assessment
An individual’s self-assessment should not necessarily be limited by current resources
and abilities; career plans normally require that the individual acquire additional
training and skills. However, this assessment should be based on reality. For the
individual, this involves identifying personal strengths—not only the individual’s
developed abilities, but also the financial resources available..
Once an individual has a grasp of his or her interests and abilities, it is very helpful to
develop a personal vision statement. A vision statement can help an individual track
and avoid events that don’t positively relate to his or her career. Effective vision
statements are concise (not more than one or two sentences) and are stated in
measurable terms.
B. Assessment by the Organization
Organizations have several potential sources of information that can be used for
assessing employees. Traditionally, the most frequently used source has been the
performance appraisal process. The assessment center can also be an excellent source
of information. Other potential sources include personnel records reflecting
information such as education and previous work experience. The organization’s
assessment of an individual employee should normally be conducted jointly by human
resource personnel and the individual’s immediate manager.
C. Communicating Career Options
To set realistic career goals, an individual must know the options and opportunities
options and opportunities that are available. Posting on organization’s intranet and
advertising job vacancies is one activity that helps employees get a feel for their
options. Clearly identifying possible paths of advancement within the organization is
also helpful. Another good idea is to share human resource planning forecasts with
employees.
D. Career Pathing
Career pathing is a technique that addresses the specifics of progressing from one job
to another in the organization. It can be defined as a sequence of developmental
activities involving informal and formal education, training, and job experiences that
help make an individual capable of holding more advanced jobs. Table 10.2 outlines

10-4
whole or part.
the basic steps in career pathing.
E. Career Self-Management
Career self-management is “the ability to keep pace with the speed at which change
occurs within the organization and the industry and to prepare for the future.” The
basic concept of career self-management is for employees to take the responsibility for
managing their own development.
F. Career Counseling
Career counseling is the activity that integrates the different steps in the career-
development process. It is preferable to have the immediate manager conduct
counseling with appropriate input from human resource personnel. Following are
some specific suggestions for helping managers in improving career counseling skills:
• Recognize limits of career counseling
• Respect confidentiality
• Establish a relationship
• Listen effectively
• Consider alternatives
• Seek and share information
• Assist with goal definition and planning
IV. Reviewing Career Progress
If an individual periodically reviews both the career plan and situation, he or she can
make adjustments so that career development is not impaired. A career plan that is not
kept current rapidly becomes useless. Complacency is the greatest danger once a career
plan has been developed. The plan must be updated as the circumstances and the
individual change.
V. Career-Related Myths
A. Myths Held by Employees
• There is always room for one more person at the top.
• The key to success is being in the right place at the right time.
• Good subordinates make good superiors.
• Career development and planning are functions of human resource personnel.
• All good things come to those who work long, hard hours.

10-5
whole or part.
• Rapid advancement along a career path is largely a function of the kind of
manager one has.
• The way to get ahead is to determine your weaknesses and then work hard to
correct them.
• Always do your best, regardless of the task.
• It is wise to keep home life and work life separated.
• The grass is always greener on the other side of the fence.
B. Myths Held by Managers
• Career development will raise expectations.
• We will be overwhelmed with requests.
• Managers will not be able to cope.
• We do not have the necessary systems in place.
VI. Dealing with Career Plateaus
A career plateau has been defined as “the point in a career where the likelihood of
additional hierarchical promotion is very low.” Career plateauing takes place when an
employee reaches a position from which he or she is not likely to be promoted further.
Certain factors in today’s work environment help explain why plateauing may become
more prevalent. The fact that employers are now depending more on older employees
may well cause plateauing problems. Also, today’s employees are generally educated and
thus enter organizations at higher positions. A third factor is that fewer promotions occur
during recessionary periods.
Table 10.3 presents a model for classifying careers. The Four principal career categories
include:
• Learners—individuals with high potential for advancement who are performing
below standards.
• Stars—individuals presently doing outstanding work and having a full potential for
continued advancement; these people are on fast-track career paths.
• Solid citizens—individuals whose present performance is satisfactory but whose
chance for future advancement is small.
• Deadwood—individuals whose present performance has fallen to an unsatisfactory
level; they have little potential for advancement.
Three actions can aid in managing the plateauing process:
• Prevent plateaus from becoming ineffective (prevent a problem from occurring)

10-6
whole or part.
• Integrate relevant career-related information systems (improve monitoring so that
emerging problems can be detected and treated early)
• Manage ineffective plateauees and frustrated employees more effectively (cure the
problem once it has arisen)
A. Rehabilitating Ineffective Plateauees
Reasons to salvage ineffective plateauees include:
• Job knowledge
• Organizational knowledge
• Loyalty
• Concern for the well-being of plateauees
The following five possibilities can be used if an organization’s management team
wants to rehabilitate plateaued employees:
• Provide alternate means of recognition.
• Develop new ways to make their current jobs more satisfying.
• Effect revitalization through reassignment.
• Utilize reality-based self-development programs.
• Change managerial attitudes toward plateaued employees.
VII. Career Lattices
The idea of a career lattice is to think of employees moving at any angle, heading from
side to side, supporting organizational goals while getting their career goals met at the
same time. Career lattices support career moves in all directions, not just up or down,
within an organization. Table 10.4 presents some examples of traditional ladder thinking
compared to lattice thinking.
To facilitate the progression from a ladder to a lattice culture, Deloitte & Touche
designed a framework called mass career customization (MCC). The goal of MCC is to
align current and future career development options for the employee with current and
future requirements for the organization in ways sustainable for both.
The MCC framework outlines a definite set of options along each of four core career
dimensions:
• Pace
• Workload
• Location/schedule
• Role

10-7
whole or part.
A major benefit of MCC is that it allows employees to modify their activities along the
four dimensions as their personal and career situations evolve.
VIII. The Impact of Dual-Employed Couples and Single-Parent Employees
Dual-employed couples can usually be classified as either dual-career couples or dual-
earner couples. In dual-career couples, both members are highly committed to their
careers and view work as essential to their psychological sense of self and as integral to
their personal identities. With dual-earner couples, one or both of the members defines
his or her employment as relating to rewards such as money for paying bills, an
opportunity to keep busy or an additional resource to help out.
The biggest advantages for dual-employed couples are increased income, followed by
psychological benefits as a distant second. Potential problems of dual-employed couples
include the need for child care, balancing time schedules, and emotional stresses.
As with dual-employed couples, single-parent employees have needs and requirements
that are different from those of families that have one parent working and one parent at
home. Many organizations have responded to these needs by initiating family-friendly
policies and programs. Proactive corporate programs include child and elder care,
flexible work scheduling, job sharing, part-time work, telecommuting, parental leave, and
personal time.
IX. Outplacement
Outplacement refers to “a benefit provided by an employer to help an employee
terminate and get a job someplace else.” The organization gains by terminating
employees before they become deadwood; employees gain by finding new jobs and at the
same time preserving their dignity. An outplacement program can have a positive effect
on employee morale.
Skill assessment, establishment of new career objectives, résumé preparation, interview
training, and generation of job interviews are services generally offered through an
outplacement program.
X. Breaking the Glass Ceiling
The term glass ceiling refers to invisible, yet real or perceived, barriers found in many
organizational structures that appear to stymie the executive advancement opportunities

10-8
whole or part.
of women and minorities.
The Glass Ceiling Commission was created as part of the Civil Rights Act of 1991. The
mandate of the commission was to focus greater public attention on the importance of
eliminating barriers and to promote workforce diversity. According to the commission’s
initial report, the three most common practices that may contribute to this condition are:
• Word-of-mouth recruiting
• Inadequate access to developmental opportunities for women and minorities
• A lack of responsibility among senior management for equal employment
opportunity efforts.
The Glass Ceiling Commission, “which was dissolved in 1995” formulated the following
suggestions for toppling job-advancement barriers:
• Demonstrate commitment.
• Hold line managers accountable for progress by including diversity in all strategic
business plans.
• Use affirmative action as a tool to ensure that all qualified individuals compete
based on ability and merit.
• Expand your pool of candidates.
• Educate all employees about the strengths and challenges of gender, racial, ethnic,
and cultural differences.
• Initiate family-friendly programs that help men and women balance their work and
family responsibilities.
XI. Career Development Online
Online career development centers provide access to a wide variety of services to help
employees manage their careers and, in some instances, even find jobs outside their
present company. Some of the online career planning resources being offered include:
• Information about employment trends and job opportunities.
• Self-assessment tools, such as personality tests and interest indicators, that
employees can use to determine which types of jobs they might best pursue.
• Links to online employment resources such as job listings and career development
information.
• Individual online job counseling, including advice on preparing for interviews.
Resources available on the Internet to help individuals with career development include:
• Career counseling
• Job search guides
• Self-assessment tools

10-9
whole or part.
• Résumé preparation aids
• Job listings
• Career-related articles
A. Life preparedness
As related to career development, Robert Lent has defined the term life preparedness
as “a healthy state of vigilance regarding threats to one’s career well-being as well as
alertness to resources and opportunities on which one can capitalize.” The theory
behind life preparedness is to use proactive strategies to manage barriers, build
supports, and otherwise advocate for one’s own career-life future.
Presentation suggestion: Discuss whether students would expect to reach a career
plateau: if so, how far into the future would it likely occur, and why?
Key Terms with Definitions
• Career development: An ongoing, formalized effort by an organization that
focuses on developing and enriching the organization’s human resources in light of
both the employees’ and the organization’s needs.
• Career pathing: A technique that addresses the specifics of progressing from one
job to another in an organization.
• Career planning: Process by which an individual formulates career goals and
develops a plan for reaching those goals.
• Career plateau: The point in an individual’s career where the likelihood of an
additional promotion is very low.
• Career self-management: The ability to keep up with the changes that occur
within the organization and industry and to prepare for the future.
• Deadwood: Individuals in an organization whose present performance has fallen to
an unsatisfactory level and who have little potential for advancement.
• Dual-career couples: Couples in which both members are highly committed to
their careers.
• Dual-earner couples: Couples in which one or both members defines his or her

10-10
whole or part.
employment as relating to rewards, an opportunity to keep busy, or an additional
resource to help out, rather than as part of his or her identity.
• Learners: Individuals in an organization who have a high potential for
advancement but are currently performing below standard.
• Life preparedness: A healthy state of vigilance regarding threats to one’s career
well being and alertness to opportunities.
• Outplacement: Benefit provided by an employer to help an employee leave the
organization and get a job someplace else.
• Solid citizens: Individuals in an organization whose present performance is
satisfactory but whose chance for future advancement is small.
• Stars: Individuals in an organization who are presently doing outstanding work and
have a high potential for continued advancement.
• Vision statement: A concise statement of career goals in measurable terms.
Review Questions and Answers
1. Define career development and career planning.
Career development is an organization’s formalized focus upon developing and
enriching its human resources from both its own perspective and that of the
individual employee. Career planning is an individual’s formulation of career goals
and development of a plan for reaching those goals.
2. What are the three major objectives of career development from the organization’s
viewpoint?
From the organization’s viewpoint, career development has three major objectives:
• To meet the immediate and future human resource needs of the organization
on a timely basis.
• To better inform the organization and the individual about potential career
paths within the organization.
• To utilize existing human resources programs to the fullest by integrating the
activities that select, assign, develop, and manage individual careers with the
organization’s plans.

10-11
whole or part.
3. What is the role of the individual employee in career development?
An individual should formulate career goals and develop a plan for reaching those
goals. This is called career planning. Realistic career planning forces individuals to
look at opportunities in relation to their abilities. A good career path identifies
certain milestones; when these milestones are reached, the employee will
experience the satisfaction of achievement and continued motivation.
4. What are the four basic steps in implementing a career development program?
Implementation of a career development program includes:
• Individual assessment of abilities, interests, and career goals.
• Assessment by the organization of the individual’s abilities and potential via
assessment centers, personnel records, and performance appraisal process.
• Communication of career options and opportunities within the organization.
• Career counseling to set realistic goals and plans for their accomplishment.
5. What is a personal vision statement?
The personal vision statement is a concise statement of career goals in measurable
terms. It is designed to help an individual stay on track and avoid events that do not
positively relate to his/her career.
6. What are career pathing and career self-management?
Career pathing is a sequence of developmental activities involving informal and
formal education, training, and job experiences that help make an individual
capable of holding a more advanced job in the future. Career self-management is
the ability to keep pace with the speed at which change occurs within the
organization and the industry and to prepare for the future.
7. Give some specific suggestions for helping managers become better career
counselors.
The following are suggestions for managers in improving career counseling skills:
• Recognize limits of career counseling
• Respect confidentiality
• Establish a relationship with subordinate
• Listen effectively

10-12
whole or part.
• Consider alternatives
• Seek and share information
• Assist with goal definition and planning
8. How often should an individual review and revise his or her career plan?
With the organization’s help, employees may be encouraged to devote a few hours
of company time each quarter to career planning. It must be realized that a
conscious effort is required to develop and sustain such a plan.
9. Identify several myths employees often hold relating to career development and
advancement.
Employees may gain a better perspective by confronting the following career-
related myths:
• There is always room for one more person at the top.
• The key to success is being in the right place at the right time.
• Good subordinates make good superiors.
• Career development and planning are functions of human resource personnel.
• All good things come to those who work long, hard hours.
• Rapid advancement along a career path is largely a function of the kind of
manager one has.
• The way to get ahead is to determine your weaknesses and then work hard to
correct them.
• Always do your best, regardless of the task.
• It is wise to keep home life and work life separated.
• The grass is always greener on the other side of the fence.
10. Identify several myths managers often hold relating to career development.
Career development-related myths held by managers include the following:
• Career development will raise expectations.
• We will be overwhelmed with requests.
• Managers will not be able to cope.
• We do not have the necessary systems in place.
11. Define the following categories: learners, stars, solid citizens, and deadwood.
Learners are individuals with high potential for advancement who are performing
below standards.

10-13
whole or part.
Stars are individuals currently doing outstanding work and having a full potential
for continued advancement.
Solid citizens are individuals whose present performance is satisfactory but whose
chance for future advancement is small.
Deadwood are Individuals whose present performance has fallen to an
unsatisfactory level; they have little potential for advancement.
12. Name and briefly describe several methods an organization might use to
rehabilitate inefficient plateauees.
Any of the following might help to rehabilitate inefficient plateauees:
• Provide alternate means of recognition.
• Develop new ways to make their current jobs more satisfying.
• Effect revitalization through reassignment.
• Utilize reality-based self-development programs.
• Change managerial attitudes toward plateaued employees.
13. What is a career lattice?
The idea of a career lattice is to think of employees moving at any angle, heading
from side to side, supporting organizational goals while getting their career goals
met at the same time. Career lattices support moves in all directions, not just up or
down.
14. Distinguish between dual-career couples and dual-earner couples and identify some
of the challenges these groups face.
In the case of dual-earner couples, one of the partners would not regard
employment as integral to their self-definition; for that partner, the employment
would relate mainly to utility of the rewards or the job itself. With dual-career
couples, a high commitment and personal association with the work accompanies
both individuals—not just one of them. Some of the biggest challenges for dual-
employed couples are a lack of time followed by the difficulties in balancing
personal and professional life. Other potential problems of dual-employed couples
include the need for child care, balancing time schedules, and emotional stresses.
15. What is outplacement, and how does it usually work?

10-14
whole or part.
Outplacement helps a terminated employee find a new job with another company.
The organization gains by terminating employees before they become deadwood.
The employees gain professional assistance in finding a new job that is better suited
to their needs. Outplacement can have a very positive effect on employee morale.
16. What is the glass ceiling and what are the three most common practices that
contribute to it?
The term glass ceiling refers to an invisible, yet real or perceived, barriers found in
many organizational structures that appear to stymie the executive advancement
opportunities for women and minorities. The three most common practices that
may contribute to this condition are:
• Word-of-mouth recruiting
• Inadequate access to developmental opportunities for women and minorities
• Lack of responsibility among senior management for equal employment
opportunity efforts.
17. Name several types of online career planning resources currently available.
Online career development resources include: information about employment
trends and job opportunities; self-assessment tools; links to online employment
resources; and individual online job counseling.
18. What is “life preparedness”?
Life preparedness is “a healthy state of vigilance regarding threats to one’s career
wellbeing as well as alertness to resources and opportunities on which one can
capitalize.”
Discussion Question Responses
1. Do you think career development can adversely affect organizational performance
in that the process sometimes convinces the involved parties to change jobs?
There is no doubt that individuals with either considerable talent, multiple interests,
or high motivation will sometimes leave an organization in pursuit of what they
perceive to be more appropriate opportunities or challenges. This phenomenon,
however, should not discourage managerial pursuit of career development for their
firms. The opportunity costs of avoiding such development are likely to be far

10-15
whole or part.
greater than the consequences of losing some good people. Also, it is likely that
such people are less likely to be initially attracted to a firm that lacks adequate
career development.
2. Is the concept of career development realistic in today’s rapidly changing
environment?
In a rapidly changing environment, one could argue that career development is even
more essential than amid less dynamic conditions. Individuals are aware of the
propensity to become marginalized if they do not keep up with the industry as well
as the present firm competing within that industry. Employers realize that they must
maximize their human resource strengths, and scan the environment for
opportunities to exploit with the readied workforce they have developed.
3. Discuss how career-related myths can inhibit career planning and growth.
Several of the myths seem to suggest that an employee is safe in a rut as opposed to
being proactive in career planning. Other myths attempt to rationalize those
misconceptions by suggesting that a person can effectively bail out, and that the
alternative path will always be more attractive. However, this reasoning is flawed
because it largely omits the preparation efforts needed for individuals to meet
potential opportunities.
4. Is it better to tell a person that he or she has reached a plateau in the organization or
to allow the person to maintain hope of eventual promotion?
Career goals are subject to individual aspirations. For that reason, managers need to
encourage employees to formulate career plans as a basis for performance and
progression comparison. In such circumstances, the necessary prompting of an
employee regarding an apparent plateau situation is much more meaningful as
constructive and developmental feedback. This will allow the employee to
recognize and address the problem, and will lead him to perceive his employer as
being interested in and concerned about his career growth.
5. What advice would you offer today’s employees regarding the problems dual-
employed couples and single-parent employees face?
The partners need to make sure that both understand the other’s views and feelings
concerning work and career. They need to prioritize their objectives in short and
long-term modes, and assess whether their efforts and plans are sufficiently moving

10-16
whole or part.
them in the proper consensual direction. Hopefully, such a process would prevent
one member of the couple from perceiving a role of inordinate self-sacrifice. As
with dual-employed couples, single-parent employees have needs and requirements
that are different from those of families that have one parent at home. Many
organizations have responded to these needs by initiating family-friendly policies
and programs. Proactive corporate programs include child and elder care, flexible
work scheduling, job sharing, part-time work, telecommuting, parental leave, and
personal time.
6. Do you believe that the concept of life preparedness can actually be practiced?
Why or why not?
Life preparedness is “a healthy state of vigilance regarding threats to one’s career
well-being as well as alertness to resources and opportunities on which one can
capitalize.” Under this concept a person considers the things that can go wrong as
well as those that can go right. This concept can be practiced as it deals with
adopting precautionary measures rather than simply relying on one’s employer’s
goodwill or economic health.
Incident Responses
10.1 The Unhappy Power Line Installer
1. What advice might you give John?
Students’ answers may vary. John should be made aware of numerous continuing
education options that do not necessarily demand pursuit of a four-year college
degree. After establishing what he wants to do with his career, he should establish
personal goals and objectives based on personal aspirations and values.
Subsequently, a beneficial career plan can be developed.
2. Would a career plan help a person like John?
Most of the students may say that a career plan would definitely help a person like
John. As a solid performer in his job, John exhibits potential for taking on
responsibilities outside a narrow range. Being well-suited for his current job does
not exclude prospects for enrichment within that job and related ones. It is very
easy to become stagnant in a job without realizing what is happening. Having
career goals would greatly help John avoid getting bogged down in his present job.
A career plan leads one to think futuristically toward goal accomplishment.

10-17
whole or part.
3. Is John’s situation atypical of that of most employees?
At some point, a considerable number of basically satisfied employees are likely to
perceive that better qualified coworkers are pulling away from them. Consequently,
they become dissatisfied with themselves and their performance drops. A career
plan would help prevent this situation from occurring.
10.2 Hire Me, Hire My Husband!*
1. Should XYZ find (or “create”) a job for Mike to retain Sally, a valued and well-
trained employee?
This is a question being faced by increasing numbers of firms. The fact that Sally is
allowing Mike’s career aspirations to take precedence may signal trouble with such
a decision. This could mean that either Mike or Sally—not just Sally—may have
been attracted to XYZ, with the resulting loss of both.
2. Should XYZ management have anticipated a possible retention problem due to
different career paths when it placed Sally and Mike in jobs with separate
companies?
It seems that this was taken into proper consideration, as evidenced by XYZ’s role
in finding an initial job in the locality for Mike. Retention problems are always
something that may happen with dual-career couples, and the problem has become
increasingly common. Organizations must realize this while doing what they can to
hold on to their valued employees. Again, the situation with Sally could have
happened even if she and Mike were both working for XYZ.
3. Do situations such as the one presented here make companies cautious about
offering positions to members of dual-career families?
Such situations are increasingly regarded as likely risks that have to be taken into
account. Dual-career couples are much more common now than in previous
generations. Organizations can simply be aware of the potential situations and be as
best prepared as possible to deal with them.
Exercises
10.1 How Do You Rate as a Career Counselor?*

10-18
whole or part.
This activity is associated with Exercise 10.2. At this stage, students are to simply rate
themselves on the 10 statements regarding career counseling. Instructors may wish to
distribute the questionnaire as a handout with books set aside so as not to have
participants become unduly influenced by the scoring information (which appears
prominently on the same page).
10.2 Becoming an Effective Career Planner
In field testing this exercise among 70 participating students, it was found that
approximately three-fourths of the 23 students who ranked counseling within the top four
of their managerial development roles (Table 10.1) scored above 60 (counselor material
or higher) in the activity’s questionnaire. The scoring of remaining students—those
ranking counseling fifth or lower within Table 10.1—showed that about two-fifths scored
above 60 on the questionnaire. While results of other groups will differ, similarly
correlated tendencies would not be unexpected. Instructors may wish to vary the
procedure (e.g. separating versus linking the two information panels; or changing the
order of consideration) to gain a better sense of relevancy from the results.
10.3 Online Self-Assessment
In utilizing this activity, the instructor should determine whether to designate it as (a)
strictly optional; (b) extra credit; or (c) required-materials related per course syllabus—
due to the individual cost of either the Self-Directed Search or the Career Key™ Test.
10.4 Online Career Counseling
Due to the nature of the question students’ answers may vary, however students should
select a website that will help them formulate career goals and develop a plan for
reaching those goals.

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"You can count on me for three hundred a year," said Joe with
his good-by.
They wanted Granny to remain with Florence, but she would not:
so they returned together.
Oh, poor little cottage! The chimney over the "best room" had
blown down in a March gale, and the roof leaked worse than ever.
The street was surveyed, and staked out; and, oddest of all, Mr.
Howard had received a call to Brooklyn.
"I suppose we must go," said Granny. "Dot needs a pretty home,
and this isn't"—
"The palaces have spoiled us," said Dot. "Think of having hot and
cold water in your kitchen without a bit of fuss; and a bath-room,
and the work so easy that it is just like playing at housekeeping.
Why, Granny, you and I would have the nicest time in the world!"
Mrs. Meade had cared for the flowers while Hal was away,
though they missed his loving hand. But he decided that it would be
best to sell them all out, and dispose of the place as soon as he
could. The township offered him three hundred dollars for the
ground they needed; and presently Hal found a purchaser for the
remainder, at twelve hundred dollars. By the time of Joe's next
return Hal was ready to take a fresh start.
One thousand was paid down; and Joe promised three hundred
of the interest every year, and as much more as he could do. Mr.
Darol was to superintend the erection of the green-house,—two long
rows, joined by a little square at the end, a kind of work-room,
which could be opened or closed at pleasure. They were built on the
back part of the two lots, and the space in front was to remain a
summer-garden. The street had a lovely southern exposure, while a
great elm-tree shaded the house.
They all came back to the Old Shoe for a farewell visit. It was
June, and they had supper out of doors; for, somehow, half the

neighborhood had invited itself. Everybody was sorry to lose Hal and
Granny; and everybody thought it wonderful that the Kenneths had
prospered, and had such luck.
Then Florence took Granny and Dot to a pretty seaside resort,
where Charlie was to join them. Kit and Hal were to pack up
whatever household treasures were worth saving, and afterward
domesticate themselves with their brother-in-law.
Good-by, Old Shoe! Tumble down at your will. There is no more
laughing or crying or scolding or planning for you to hear,—no
tender children's voices singing Sunday-evening hymns in the dusk,
no little folded hands saying reverent prayers. O old house, brown
and rusty and dilapidated! there has been much joy under your roof;
many prayers answered, many sorrows, and some bitter tears, that
God's hand wiped away. Every crumbling board has some tender
memories. And, as Hal and Kit sit on the old stone step for the last
time, their hands are clasped tightly, their eyes are full of tears, and
neither can trust his voice to speak.
Good-by! The birds said it, the wandering winds said it, the
waving grasses, and the rustling trees. You have had your day, old
house, and the night has come for you.

H
CHAPTER XXII.
CHRISTMASTIDE.
al watched the hot-houses with strange delight. They seemed to
him on a most magnificent scale. The boiler was put in, the
pipes laid, the force-pump and coal-bins arranged; then the stands
of steps, rising higher, the wide ledge by the window for small plants
and slips, lattices for vines, hooks for hanging-baskets, and every
thing in complete order.
When Charlie rejoined Granny, Florence came back for a brief
stay. She and Edmund went over to the cottage, and measured and
consulted; and the result was, that one morning it looked
wonderfully as if some one was moving in. Hal ran to inform them of
their mistake.
The carpet-men said they had their orders, and wouldn't budge
an inch. Down went carpets and oil-cloths. Such a hammering, and
knocking-about, and unrolling! Kit stood it as long as he could: then
he went out of doors, perched himself on a pile of stone, and played
on his beloved fiddle.
The next day there was another raid. This time it was furniture.
Florence and Edmund soon made their appearance.
"Oh!" exclaimed Hal.
"It is to be our gift," began Edmund. "Florence wished it so
much! She feels that she took her pleasure when you were all toiling
and suffering, and is better satisfied to make some amends. Besides,
we have an interest in Dot and grandmother."

"And I am only going to put in the principal things," explained
Florence. "There are so many that you will prefer to select
yourselves."
The parlor and library, or sitting-room, were carpeted alike. The
furniture was in green, with here and there a bright article to relieve
it; a pretty book-case and writing-table, a console for Dot's small
traps, easy-chairs in abundance, and every thing as pretty as it could
be. The dining-room and kitchen were plain, but home-like, with an
old-fashioned Boston rocker for Granny. But the three sleeping-
rooms up stairs were perfect little gems,—Hal's in black-walnut,
Granny's in quaint chestnut, and Dot's in pale green with a pretty
green and white carpet to match.
"Why, I shall want them to come home right away!" exclaimed
Hal. "O Flossy!"
"Dear, brave Hal! God has been good to us all. Only love me a
little in return."
The last of August, Hal's household returned. He and Kit had
provided for them a gorgeous supper, with the best china, and a
bouquet at each plate. Granny could hardly believe her eyes or her
senses. Dot and Charlie ran wild, and made themselves exclamation
points in every doorway.
"Oh! Oh! Oh!"
"And the surprise!"
"And so beautiful!"
"That I should ever live to see it!" said Granny.
They explored every nook and corner and closet.
"I like it so much," said old-fashioned little Dot, "because it isn't
too grand. For, after all, we are not rich. And it was so thoughtful of
Florence to choose what was simply pretty instead of magnificent!"

"Look at the goblets," said Charlie with a solemn shake of the
head. "Dot, if any nice old gentleman comes along, be sure to give
him a drink out of them, and put this K round where he can see it."
"The whole eighteen, I suppose, one after another," returned Dot
drolly.
"I shall paint you some pictures," Charlie began presently; "and,
Dot, when I get to earning money in good earnest, I'll buy a piano. I
used to think I did not care much about it, and I never could learn;
but sometimes, when Florence sits and plays like an angel, I can't
help crying softly to myself, though you wouldn't believe I was such
a goose. And, if you learn to play, it will be a great comfort to Hal."
"Yes," said Dot, crying out of pure sympathy.
They commenced housekeeping at once. Charlie was to remain
with them until the term commenced.
"Isn't it a delight to have such splendid things to work with?"
exclaimed Dot. "Why, Granny, don't you believe we have been
spirited away to some enchanted castle?"
Granny laughed, and surely thought they had.
Hal, meanwhile, was stocking his green-houses. Loads of sand
and loam had to be brought; piles of compost and rubble standing
convenient; and the two boys worked like Trojans. And then the
journeys to florists, that seemed to Hal like traversing realms of
poesy and fragrance. Great geraniums that one could cut into slips,
roses, heliotrope, heaths, violets, carnations, fuchsias; indeed, an
endless mass of them. Hal's heart was in his throat half the time
with a suffocating sense of beauty.
It was such a pleasure to arrange them! He used to handle them
as if they were the tenderest of babies. Watering and ventilation on
so large a scale was quite new to him; and he went at his business
with a little fear and trembling, and devoted every spare moment to
study.

Mr. Darol had paid the bills as they had been presented. One day
Hal asked to see them. The request was evaded for a while; but one
evening, when he was dining with Mr. Darol, he insisted upon it.
"Very well," returned Mr. Darol smilingly. "Here they are: look
them over and be satisfied. Very moderate, I think."
The hot-house had cost thirteen hundred dollars; soil, and
various incidentals, one hundred more; flowers, three hundred.
"Seventeen hundred dollars," said Hal in a grave and rather
tremulous tone. "And seven thousand on the house."
"The mortgage is to remain any number of years, you know. Joe
has arranged to pay part of the interest. And the conditions of
these"—gathering them up, and turning toward Hal, who was
leaning against the mantle, rather stupefied at such overwhelming
indebtedness.
"Well?" he said with a gasp that made his voice quiver.
"This," and Mr. Darol laughed genially. Hal saw a blaze in the
grate, and stood speechless.
"It is my gift to you. Not a very large business capital, to be sure;
but you can add to it from time to time."
"O Mr. Darol!"
"My dear Hal, if you knew the pleasure it has been to me! I don't
know why I have taken such a fancy to you all, unless it is for the
sake of the children I might have had; but that is an old dream, and
the woman who might have been their mother is in her grave. You
deserve all this, and more."
The tears stood in Hal's eyes, and he could not trust his voice.
How dark every thing had looked only a little year ago! Could he
ever be thankful enough? And that it should all come through such a
ridiculous thing as Charlie's running away!

"I am confident that you will prosper. And I expect you all to like
me hugely, in return. When I take Dot and Charlie to operas, I shall
look to you to provide the flowers."
"A very small return," said Hal.
But he went home as if he had been a tuft of thistle-down on a
summer-breeze. Ferry-boat and horse-car were absolutely glorified.
And when he reached the little cottage with lights in every window,
and the dear ones awaiting him, he could only clasp his arms around
them, and kiss them. But they knew the next morning what had
flushed his face, and made his eyes so lustrous.
"Ah, I told you he was a prince!" declared Charlie in triumph.
And then Hal's work commenced in earnest. Every morning he
spent in his green-house, and began experiments of propagating,
that were so interesting to him. Kit assisted, and Dot ran in every
hour or two, to see how they prospered.
Kit had come across a German musician, hardly a square off, who
was giving him lessons, and who used to wax very enthusiastic over
him. There had been quite a discussion as to what should be done
with him.
"Why, he must go to school," declared brother Edmund. "He's a
mere child yet; but he has a wonderful talent for music, it must be
admitted."
"He might become an organist," said Florence. "That gives a man
a position." Somehow she did not take cordially to the violin.
Kit consented to go to school.
"But to give up my dear, darling old fiddle! It's mean, when the
rest of you have had just what you wanted,—been adopted, and
gone to sea, and had green-houses, and all that!" said Kit, half-
crying, and jumbling his sentences all together.

"You shall keep the fiddle," said Granny. "I like it."
Florence also proposed that Granny should have a servant. At
this Granny was dismayed.
"A servant! Why, do you suppose I am going to set up for a
queen, because Hal has his beautiful hot-house,—an old woman like
me?"
"But Dot ought to go to school, and then it would be too much
for you."
"I am going to study at home," returned Dot with much spirit. "I
haven't any genius: so I shall keep house, and help Hal with his
flowers. And the work isn't any thing. A woman comes in to do the
washing and ironing."
"And Hal is handy as a girl. No: I'd rather stay as we are,"
Granny said, with more determination than she had shown in her
whole life.
Florence had to leave them "as they were." The simple, homely
duties of every-day life were not distasteful to them. If Granny could
not have been useful, the charm would have gone out of life for her.
Joe was delighted with every thing, and told Granny that if he
wasn't so tall he should surely stand on his head, out of pure joy. He
was to make his head-quarters with them when he was at home.
Miss Charteris had been added to their circle of friends, and
enjoyed the quaint household exceedingly. Hal was an especial
favorite with her, and she took a warm interest in his flowers.
In October, Hal began to have a little business. Baskets and
stands were sent in to be arranged for winter; and now and then
some one strayed in, and bought a pot of something in bloom. He
began to feel quite like a business-man. His five hundred dollars had
served to defray incidental expenses, and put in coal and provisions

for the winter, leaving a little margin. If he could get his sales up to
regular expenses, he thought he should be content for the present.
He took a trip to Madison one day. The cottage was nothing but
a heap of crumbling boards. Had they ever lived there, and been so
happy?
"It'll never be the same place again," said Granny, listening to the
summer's improvements. "I am glad we came away. I couldn't have
seen the old house torn down. Maybe it's the flowers here, and the
children, that makes it seem like home to me; but most of all I think
it must be you, dear Hal. And so I'm satisfied, as the good Lord
knows."
Her caps were a trifle more pretentious, and her gowns more in
modern style; but she was Granny still, and not one of them would
have had her changed. When she sat in her rocking-chair, with her
hands crossed in her lap, Hal thought her the prettiest thing in the
house.
"Hooray!" exclaimed Kit, rushing home one evening out of
breath, and covered with snow. "What do you think? Granny, you
could never guess!"
"I never was good at guessing," returned Granny meekly.
"Something wonderful! Oh, a new fiddle!" said Dot.
"No: and Hal won't try. Well"—with a long breath—"I'm going—to
play—at a concert!"
"Oh!" the three exclaimed in a breath.
"And it's the oddest thing," began Kit, full of excitement. "You
see, there's to be a concert given in New York, to help raise funds to
give the newsboys, and other homeless children, a great Christmas
dinner. Mr. Kriessman has it in hand; and, because it's for boys, he
wants me to play—all alone."

"O Kit! you can't," said Hal. "When you faced the audience, it
would seem so strange, and you would lose your courage."
"No I wouldn't, either! I'd say to myself, 'Here's a dinner for a
hungry boy,' and then I wouldn't mind the people. Mr. Kriessman is
sure I can do it; and I've been practising all the evening. A real
concert! Think of it. Oh, if Joe can only be here!"
Dot put her arms round his neck, and kissed him. Hal winked his
eyes hard, remembering the old dreams in the garret.
He went to see Mr. Kriessman the next day.
"The boy is a genius, I tell you, Mr. Kenneth," said the
enthusiastic professor. "He will be a great man,—you see, you see!
He has the soul, the eyes, the touch. He fail!" and an expression of
lofty scorn crossed the fair, full face.
"But he has had so little practice"—
"It will all be right. You see, you see! Just leave him to me. And
he is so little!"
Hal smiled. Kit did not bid fair to become the family giant, it was
true.
Not a moment did the child lose. Dot declared that he could
hardly eat. Charlie was in high delight when she heard of it; for Mr.
Darol was going to take her and Miss Charteris. Hal hardly knew
whether he dared venture, or not.
But Joe did come just in the nick of time, and insisted that
everybody should go, ordering a carriage, and bundling Dot and
Granny into it; poor Granny being so confused that she could hardly
make beginning or end of it. And, when they were seated in the
great hall that was as light as day, she glanced helplessly around to
Joe.

"Never you mind, Granny! I'm not a bit afraid," he whispered.
"He will fiddle with the best of them."
'The wonderful boy violinist,' it said on the programme. "If he
should not be so wonderful," thought Hal quietly, with a great fear in
his soul. He could not tell what should make him so nervous.
Mr. Darol came and spoke to them. "Isn't it odd?" he said with a
laugh. "Why, I never dreamed of it until Charlie told me! I wouldn't
have missed it for any thing."
The concert began. There was an orchestral overture, then a fine
quartet, a cornet solo, and so they went on. Hal followed the
programme down. Then he drew a long breath, and looked neither
to the right nor the left. That little chap perched up on the stage,
Kit? making his bow, and adjusting his violin, and—hark!
It was not the story of the child lost in the storm, but something
equally pathetic. Mr. Kriessman had made a fortunate selection.
Curiosity died out in the faces of the audience, and eagerness took
its place. Ah, what soft, delicious strains! Was it the violin, or the
soul of the player? Not a faltering note, not a sign of fear; and Hal
laughed softly to himself. On and on, now like the voice of a bird,
then the rustle of leaves, the tinkle of waters, fainter, fainter, a mere
echo,—a bow, and he was gone.
There was a rapturous round of applause. It nearly subsided
once, then began so vehemently that it brought Kit out again. But
this time he was the gayest little fiddler that ever played at an Irish
fair. People nodded and smiled to each other, and felt as if they must
dance a jig in another moment.
Joe bent over to Granny.
"Isn't that gay?" he asked. "Kit has beaten the lot of us. Granny,
if you are not proud of him, I'll take you straight home, and keep
you on bread and water for a month."

Proud of him! Why, Granny sat there crying her old eyes out from
pure joy. Her darling little Kit!
"Dot," exclaimed Mr. Darol as they were going out, "we shall hear
of you as an actress next. I never knew of such wonderful people in
my life."
"Oh, it was magnificent!" said Charlie. "And the applause!"
"That I should have lived to see the day!"
"Why, Granny, it would have been very unkind of you if you had
not," declared Joe solemnly.
How they all reached home, they never exactly knew. They
laughed and cried, and it was almost morning before they thought of
going to bed.
But the notices next day were as good as a feast. There could be
no doubt now. Hal understood that from henceforth Kit and his
fiddle would be inseparable. It was "born in him," as Joe said. As for
Kit, he hardly knew whether he were in the body, or out of the body.
Hal and Dot set about making up accounts the day before
Christmas. The three-months' proceeds had been two hundred and
sixty dollars; pretty fair for a beginning, and a whole green-house
full of flowers coming into bloom. He was on the high road to
prosperity. So he fastened his glasses, put on his coal, and arranged
his heat cut-offs for the night, and came into the house. There were
Dot and Kit and Charlie, and the supper waiting.
"And there is the six-months' interest," said Hal. "Next year we
can let up a little on dear, generous Joe. And to-night is Christmas
Eve."
Joe rushed in.
"What do you think, Granny? I've just come from Flossy's. They
have a beautiful little boy named Hal Kenneth,—a real Christmas gift,

and no mistake. Here's to your namesake, Hal; though, try his best,
he can never be half as good as you."
I do believe poor, foolish Hal had his eyes full of tears, thinking of
Flossy's great joy. But Charlie and Kit cheered in a tremendous
fashion.
After the supper was cleared away, they sat in a little circle, and
talked. There always was so much to say, and Joe liked nothing half
so well as to hear of every event that had transpired in his absence.
They all kept such a warm interest in each other!
Somehow they strayed back to the last Christmas, and the
"songs in the night."
"Sing again," besought Granny.
Dot's birdlike voice was first to raise its clear notes. One hymn
was dearer than all the rest. The music quivered a little when they
came to this verse, as if tears and heart-throbs were not far off:—
"Wonderful night!
Sweet be thy rest to the weary!
Making the dull heart and dreary
Laugh with a dream of delight.
Wonderful, wonderful night!"
And then a tender silence fell over them. They clasped each
other's hands softly, and the breaths had a strangled sound. Granny
alive, Joe raised from the dead, Kit some day to be a famous
musician!
Joe crept up to Granny, and kissed her wrinkled face. Somehow it
seemed as if the furrows began to fill out.
"Oh," he said huskily, "there's nothing in the world so wonderful,
nor so sweet, nor so precious as 'The Old Woman who lived in a

Shoe!' When I think of her love, her patient toil, her many cares, and
the untiring devotion with which she has labored for us all, I feel
that we can never, never repay her. O Granny!"
"I've been glad to have you all, God knows. There wasn't one too
many."
Not one of the loving arms that encircled her could have been
spared. There she sat enthroned, a prouder woman to-night, poor
old Granny Kenneth, than many a duchess in a blaze of diamonds.
Fair Florence; laughing Joe, with his great, warm heart; sweet,
tender Hal; racketing Charlie; Kit, with his scalp-lock waving in the
breeze; and dear little Dot,—jewels enough for any woman, surely!
Ah, children! love her with the best there is in your fresh young
souls. Make the paths smooth for her weary feet, remembering the
years she has trudged on the thorny highway of life for your sakes.
When the eyes grow dim, bring the brightest in your lives to glorify
her way. Cling to her, kiss warmth into the pale lips; for when she
has gone to heaven it will seem all too little at the best. True, she
will reap her reward there; but it is sweet to have a foretaste of it in
your smiles, as well. Dear Granny, who has made toil heroic, and old
age lovely, and out of whose simple, every-day existence have
blossomed the roses that still render this old world bright and
glorious,—Love, Labor, Faith!
THE DOUGLAS NOVELS.
By MISS AMANDA M. DOUGLAS.
Uniform Volumes. Price $1.50 Each.
FLOYD GRANDON'S HONOR.

"Fascinating throughout, and worthy of the reputation of the
author."—Philadelphia Methodist.
WHOM KATHIE MARRIED.
Kathie was the heroine of the popular series of Kathie Stories for
young people, the readers of which were very anxious to know with
whom Kathie settled down in life. Hence this story, charmingly
written.
LOST IN A GREAT CITY.
"There is the power of delineation and robustness of expression
that would credit a masculine hand in the present volume, and the
reader will at no stage of the reading regret having commenced its
perusal. In some parts it is pathetic, even to eloquence."—San
Francisco Post.
THE OLD WOMAN WHO LIVED IN A SHOE.
"The romances of Miss Douglas's creation are all thrillingly
interesting."—Cambridge Tribune.
HOPE MILLS; or, Between Friend and
Sweetheart.
"Amanda Douglas is one of the favorite authors of American
novel-readers."—Manchester Mirror.
FROM HAND TO MOUTH.
"There is real satisfaction in reading this book, from the fact that
we can so readily 'take it home' to ourselves."—Portland Argus.
NELLY KINNARD'S KINGDOM.

"The Hartford Religious Herald" says, "This story is so fascinating,
that one can hardly lay it down after taking it up."
IN TRUST; or, Dr. Bertrand's Household.
"She writes in a free, fresh, and natural way; and her characters
are never overdrawn."—Manchester Mirror.
CLAUDIA.
"The plot is very dramatic, and the dénoûment startling. Claudia,
the heroine, is one of those self-sacrificing characters which it is the
glory of the female sex to produce."—Boston Journal.
STEPHEN DANE.
"This is one of this author's happiest and most successful
attempts at novel-writing, for which a grateful public will applaud
her."—Herald.
HOME NOOK; or, the Crown of Duty.
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written in forcible and attractive style."—New-York Graphic.
SYDNIE ADRIANCE; or, Trying the World.
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judgment, and become the fashion. They are true, natural in
delineation, pure and elevating in their tone."—Express, Easton,
Penn.
SEVEN DAUGHTERS.
The charm of the story is the perfectly natural and home-like air
which pervades it.

Sold by all booksellers, and sent by mail, postpaid, on receipt of
price.
LEE & SHEPARD, Publishers, Boston.
SOPHIE MAY'S "GROWN-UP" BOOKS.
Uniform Binding. All Handsomely Illustrated. $1.50.
JANET, A POOR HEIRESS.
"The heroine of this story is a true girl. An imperious, fault-
finding, unappreciative father alienates her love, and nearly ruins her
temper. The mother knows the father is at fault, but does not dare
to say so. Then comes a discovery, that she is only an adopted
daughter; a forsaking of the old home; a life of strange vicissitudes;
a return; a marriage under difficulties; and a discovery, that, after
all, she is an heiress. The story is certainly a very attractive one."—
Chicago Interior.
THE DOCTOR'S DAUGHTER.
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achieved another triumph in the new book with this title just issued.
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will want to read it, as much as the old folks want to read the books
written for the young ones. It is a splendid story for all ages."—Lynn
Semi-Weekly Recorder.
THE ASBURY TWINS.

"The announcement of another work by this charming and
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sensible, fascinating story of the twin-sisters, 'Vic' and 'Van,' they
have before them a genuine treat. Vic writes her story in one
chapter, and Van in the next, and so on through the book. Van is
frank, honest, and practical; Vic wild, venturesome, and witty; and
both of them natural and winning. At home or abroad, they are true
to their individuality, and see things with their own eyes. It is a
fresh, delightful volume, well worthy of its gifted author."—Boston
Contributor.
OUR HELEN.
"'Our Helen' is Sophie May's latest creation; and she is a bright,
brave girl, that the young people will all like. We are pleased to meet
with some old friends in the book. It is a good companion-book for
the 'Doctor's Daughter,' and the two should go together. Queer old
Mrs. O'Neil still lives, to indulge in the reminiscences of the young
men of Machias; and other Quinnebasset people with familiar names
occasionally appear, along with new ones who are worth knowing.
'Our Helen' is a noble and unselfish girl, but with a mind and will of
her own; and the contrast between her and pretty, fascinating,
selfish little Sharley, is very finely drawn. Lee & Shepard publish
it."—Holyoke Transcript.
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and impossible as could be desired, and at the same time full of
interest, and pervaded by the same bright, cheery sunshine that we
find in the author's earlier books. She is to be congratulated on the
success of her essay in a new field of literature, to which she will be
warmly welcomed by those who know and admire her 'Prudy
Hooks.'"

Sold by all booksellers and newsdealers, and sent by mail, postpaid,
on receipt of price.
LEE & SHEPARD, Publishers, Boston.
Transcriber's Note
Some missing punctuation has been inserted.
Page 12 The repeated word "the" has been deleted
Page 12 honsysuckle is now honeysuckle
Page 33 onimous is now ominous
Page 141 retty is now pretty
Page 156 slighest is now slightest
Page 283 "I b-b-leive is now lieve
Page 340 weren't me is now weren't we

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