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 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 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…

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…