Chapter 2: Business and Staffing Strategies1. What are the three most important ethical principles that you feel organizations should adhere to in terms of their staffing philosophies? Why?3. Suppose you were in charge of recruiting and staffing the software engineers who would work for Google. Do you think that a company like Google should hire software engineers with the skills it needs or train them to develop those skills? Why?5. List the costs and benefits of having an internal staffing focus. Then list the cost and benefits of having an external staffing focus. What are the trade-offs between the two approaches?Chapter 3: The Legal Context3. What is the difference between flow, stock, and concentration statistics? How is each type of statistic used?4. What is affirmative action? What is an affirmative action plan? Do you feel that affirmative action is a good way to remedy past discrimination? Why or why not?5. Which three general barriers to legally defensible staffing do you feel are most common? What can companies do to remove these barriers?Exercise. Go to http://www.eeoc.gov/eeoc/newsroom/index.cfm and select a recent EEO litigation settlement. Summarize the issue(s) presented in the case, identify the relevant EEO laws, and explain why the court ruled as it did. How could the company have prevented this lawsuit in the first place?Chapter 4: Strategic Job Analysis and Competency Modeling1. Why do you think some organizations choose to not perform job analyses given their benefits? What could be done to increase their willingness to analyze jobs?2. How can job analysis make staffing more strategic?5. Some jobs change so rapidly that companies do not feel doing a job analysis is worthwhile because by the time one is done, it’s already outdated. What advice would you give such a company to help them take advantage of the benefits a job analysis has to offer without wasting unnecessary time and resources doing a traditional job analysis?