Discusses why career planning is changing its focus from content and information to skill building. Examines why this change has been so slow, strong forces supporting career planning activities, major barriers, building required skills, organizational responsibility, and the need to train all participants in a system. (CT)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Results of a survey of 50 organizations having a progressive attitude toward training indicated that a number of organizations had "career development" programs which included skill training as well as the perspective and knowledge needed to progress on the career ladder. (SC)

Successful career development programs must be based on current and future organizational requirements for management, professional, and technical personnel and should promote and guide career development planning to meet those specific needs. (SSH)

A personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

Discusses the framework for developing a cultural human resources management (HRM) perspective. Central to this framework is modifying HRM programs to reinforce the organization's preferred practices. Modification occurs through selection, orientation, training and development, performance appraisal, career development, and compensation and…