2. Look quickly through the text and decide which paragraphs are about these subjects

---------- Paths leading to entering the HRM field

---------- The definition of a HRM specialist

---------- The variety of degrees of new hires

---------- Paths for HRM career growth

---------- Generalist positions in small and mid-sized organizations

Generalist or Specialist

1. Someone wishing to enter the HRM field may choose one of two routes: generalist or specialist. Entry-level HRM generalist positions are most often found in small or mid-sized organizations that employ few HR professionals—one or two people who must perform all functions. Because of their many responsibilities, HRM generalists have neither time nor resources to conduct in-depth studies or projects. They usually hire outside consultants who specialize in these kinds of services. For example, consultants might help the organization to revamp its compensation system, validate its selection practices, or analyze its training needs.

2. In larger organizations, each HR professional's area tends to be more focused, zeroing in on particular HRM tasks. Individuals holding these positions are called HRM specialists. Exhibits 1a and 1b describe some traditional and newer HRM specialty areas.

3. In most professions a direct path leads to entering the field. For instance, someone aspiring to be a lawyer, physician, accountant, or psychologist enrolls in appropriate educational programs and enters the field upon receiving a degree or license. HRM is atypical in this regard; people may enter the profession in a variety of ways. For instance, most of today's HR professionals enter the field through self-directed career changes. Approximately one-third of these individuals entered HRM by transferring from another part of the company; the remainder entered from other fields such as education, social services, accounting, sales, and administrative secretarial positions.

4. HR professionals entering the field directly out of college (about one-third of all HR professionals) traditionally come from a variety of academic backgrounds, including business, psychology, and liberal arts. More recently, however, HRM new hires have earned degrees in some area of business, such as HRM, management, or general business. For instance, when HRM hires recent graduates for entry-level HRM positions, it considers business school graduates with concentrations in business administration, finance and commerce, management, or industrial relations. A survey of HR professionals revealed the following collegemajors: HRM (17 percent), business administration (23 percent), management (13 percent), psychology (12 percent), and labor/industrial relations (10 percent).

5. As one might expect, large organizations provide the greatest opportunities for HRM career growth. Most senior-level HR professionals take one of two paths up the corporate ladder. Some begin their careers as specialists and eventually become managers of their specialty units. To advance beyond this level, they must broaden their skills and become HRM generalists. The other path to securing a senior-level HRM position is to begin as an assistant HRM generalist at a small plant or unit within the organization and advance into an HRM managerial role at successively larger plants or units. An HRM career in manufacturing might progress as follows:

1. The individual is hired as an HRM assistant at a manufacturing plant.

2. Within five or six years, the individual advances to the HRM manager's post at the plant.

3. Between six and ten years, the HR professional becomes the HRM manager at a larger plant.

4. During the eleven-to-fifteen-year range, the person reaches a senior-level HRM position at the divisional level and has several HRM generalists and/or specialists reporting to him or her.

5. Between fifteen and twenty years, the person reaches a senior-level executive position, such as vice president of human resources.