ABSTRACT
This chapter argues that network variety, or the number of different kinds of people that someone knows, is a form of social capital valuable to both employers and employees in the hiring process. It explains the connections among different forms of capital in the hiring process. One possibility is that people with better social capital get better jobs, but the effect is spurious, because people with better human capital get both better jobs and greater network diversity. The chapter presents novel attention to employer strategies concerning the positions for which they require human and social capital. Important external relationships have serious effects on firm fortunes, so such activities are typically defined as important work suitable for higher-level positions. Thus a good network is an asset for some kinds of good jobs. The chapter describes the major kinds of jobs in the security industry, including their work, their desirability as better or worse jobs, and their networking responsibilities.
