Well, so much of this discussion is linked to power hierarchies within an organization and how powerful and persuasive an HR department might be. Let's face it, many medium to smaller organizations do not have HR departments, and even those present in the larger institutions are at the beck and call of upper management and have little power to address only but the most egregious situations in either hiring or employment practices. Also a big determinant is your state law and whether you live in a right to work state or not. In my own experience I have witnessed several times managers who run amok - who had no management training to speak of, and who got away with some outrageous behaviours. When it became apparent that the organization migh face a lawsuit then the managers were either "retired" with a bonus, or a settlement was paid to hush up the situation. I have also had a senior HR person explain to me that they had no power other than to complain to senior management and that although they encouraged fairness that it was not a requirement of managers or directors or vice-persidents to act in a fair manner to employees or colleagues. I also once attended a training session with an HR representative who, in response to a question, said, "We're a private company, the constitution and the bill of rights doesn't apply here". I found that rather ironic since this was coming from a manager in a large American History museum. (He IS right, the consitituion and the bill or rights pertains to expressly governmental behavior towards its citizens). Even though there is anti-discrimination law - it can be easily and subtly bypassed so that a hiring manager pretty much gets what he/she wants - as long as the decision can be rationalized and supported in other criteria, then the reason for hiring a "young" person can be left unstated but implicit. There is also no requirement for organizations to act in a compassionate manner. They are sometimes quite ruthless with employees and can also be very flexible and understanding. Again, I have seen more than a measure of the "understanding" extended to senior managers and far less to hourly employees. But in fairness, I have seen extraordinary compassion practiced to some who at the very bottom of the pay scale - it depends so much more on the individual manager than on the organization. There is a "culture" within any organization and it really behooves the job applicant to learn as much about this before either applying or accepting a position. I have always felt that it is a good practice to interview prospective managers and colleagues as rigiously as you might be interviewed to gain an awareness of the dynamics of the organization that you may be working for. This communicates to them that you are quite serious as well as showing that you want to be prepared to step in and be ready for that position should they be inclined to hire you. Cheers! Dave David Harvey Conservator Los Angeles, California ========================================================= Important Subscriber Information: The Museum-L FAQ file is located at http://www.finalchapter.com/museum-l-faq/ . You may obtain detailed information about the listserv commands by sending a one line e-mail message to [log in to unmask] . The body of the message should read "help" (without the quotes). If you decide to leave Museum-L, please send a one line e-mail message to [log in to unmask] . The body of the message should read "Signoff Museum-L" (without the quotes).