The author analyzes human resource planning, in which he gives the various aspects of career development a report card that, the author states, shows the field is far from achieving its self-stated goals. He states that succession planning and systems approaches would help this situation. (CT)

The author focuses on the possible situations in the 1990s regarding the work force, changing life styles, and emerging work styles. Work force participation by various age groups is illustrated through graphs. Elements concerning life-styles (single parents, disposable income and time, dual careers, flextime, etc.) and their implications are…

Three business trends make career development for secretaries especially important: an increasingly white-collar work force, low productivity and secretarial shortages in offices, and redefinition of the role of management. Clear career paths for secretaries, such as executive secretary, paraprofessional, and management tracks, are effective ways…

The article focuses on why the success of career development is largely dependent on the manager knowing how to develop subordinates. This is being accomplished through an advisory system by providing managers multiple leadership/education/training alternatives for specific developmental needs. (Author/BP)

The authors discuss social, economic, and technological changes that are affecting the labor market. They define jobs, work, and careers and discuss evolving career forms, including linear, free form, and mixed form. The role of career development professionals in this transition is outlined. (CH)

The author states that to meet the needs of--and to retain--the people in whom organizations have made hefty investments, companies must reexamine and most likely redesign human resource development programs. She presents ways to acknowledge the differences between managerial men and women and establish effective career development practices. (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…

Provides advice for managing the transition of new employees into an organization. Presents three models for employee orientation and development: self-managed peer groups, red carpet treatment, and "learning the big picture" (self-guided learning and organizational acculturation). (SK)

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)

The author focuses on one particular systems approach, succession planning, and the role of the manager in this process. The manager's role in a career counseling session is spelled out in several steps. The importance of training workshops is also examined. (CT)

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…