Asserts that a large part of the labor pool from which businesses draw employees is poorly educated. Suggests that a good way to get help is to create strategic alliances with government agencies and private organizations. Presents examples of an alliance that was formed to address labor deficiencies in South Carolina. (JOW)

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Project Transition screens, trains, and places welfare recipients in fast food restaurant jobs. Training focuses on employee responsibility for managers' expectations and on behavior that will raise those expectations of new employees. (SK)

The chief executive officer of Xerox demonstrates how his company uses education and training to improve quality and productivity in the work force. Leadership and the quest for quality in human resource development are illustrated. (SK)

Examines the Quality Circle concept, which is a management plan in which workers meet in a small group to identify, analyze and provide solutions to problems in their work area. As these groups implement their solutions, they can cause increased production, cost containment, reduction in turnover, and improved attendance. (CT)

Outlines a methodology that enables managers to translate the basic principles of human resource strategy into pragmatic and concrete action programs. The methodology includes providing framework for strategic decision making; ensuring linkage between corporate, business, and human resource strategies; conducting audit of the human resource…

Looks at how training is capturing the attention of business and legislators and why human resource development professionals need to see themselves in terms of "the big picture." Quotes are included from Congresswoman Nancy Johnson, Senator Gary Hart, Senator Ted Kennedy, and Senator Bob Packwood. (CT)

The authors studied 50 organizations to find which have the most successful career development programs and why. The results are codified into 12 principles, including stay specific, tailor program to culture, build from a conceptual base, formalize, design multiple approaches, co-design and manage the project, ensure top management support, and…

This report shows that career development programs--almost always designed for supervisors or employees in management--also offers benefits for lower-level employees. Programs help participants assess their skills for upward mobility, focus on career development and communication skills, increase knowledge of the organization, and help…

Details development of a career counseling program for insurance company employees. Highlights five program concepts: lifelong process, personal responsibility for growth, interdependent roles, nurturing, and honesty. Presents a career-launching checklist given to employees before counseling; introduces a career-counseling model which suggests…