Management Challenge: Discrimination or "Person-Job" Fit? Harry Brown is the technical services supervisor for a regional accounting firm. The firm professes to be an equal opportunity employer. Brown coordinates and directs the job activities of six male staff members who provide technical assistance and advice to other departments in the firm and to outside clients. In a world seemingly overpopulated with consultants, the firm enjoys an excellent reputation for the quality of its advice. The six men Brown oversees are bright,white, and mostly in their thirties. They were all hired immediately upon graduation from college; most have MBAs. Brown had created a fun place to work. Mutual trust and respect, coupled with a high degree of caring, sharing, and celebrating successes, marked the relationships between Brown's team members. Shelly Klone, a 41-year old single parent of two children, graduated in May from local University. She was an honor student, president of the collegiate accounting society, and deemed by her fellow students as, "most likely to succeed". However, because of her parental responsibilities, she was unable to engage in the school's accounting co-op or internship programs. She worked in the university bursar's office as a work-study student so that she could use the university's child-care services. Klone had many initial interviews through the campus placement office but no second interviews. Over time, it seemed to Klone that accounting firms were unwilling to take on the challenge of hiring an older, mature graduate. Klone had talked to several professors, who confidentially told her that her chances were slim of receiving an offer comparable to offers made to classmates who were younger and had lower grades. Brown knew he needed to hire another accountant who would be the best possible person to join his team. However, since he became supervisor several years ago it had bothered him that there had been an increasing number of older, single parents seeking entry-level accounting positions. He personally had no qualms about hiring a more mature person. Brown's immediate manager, a partner of the firm, felt very strongly, however, saying, "I don't want us hiring any of those older people for entry-level accounting positions. They think they know everything. Besides, they'll never accrue the years of service to qualify for partner. My theory of hiring is to bring in the best young college graduates, work them to death over the first 6 to 10 years, and see where the cream rises to the top."

Questions for Discussion 1. What if Shelly Klone applied for a position with this firm and Harry Brown felt that Klone was the best candidate for the position? How should Brown document the hire of another candidate? 2. If Brown had full and final authority for the hiring decision, what should he do? In other words, the supervisor is not in the picture. 3. Describe which factors could affect Brown's final decision. Consider the legal implications as well as Brown's boss's preferences. 4. Describe Brown's ethical conundrum based on what you know about the law and what Brown is being told to do. If you were Brown, what action would you take? 5. Which law(s) is Brown's manager violating if he refuses to hire older applicants even if qualified? (Refer to Ch 3 and state the law with specificity.)