Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

Career cycles should be considered apart from life cycles, even though the two are interrelated. This essay examines five theories about life and career cycles, and offers insights into their limitations and potential uses. (JB)

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)

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 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)

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)

Formalized training and education should be restricted to current job needs, and career development programs replaced with non-formal, voluntary, lifelong educational programs teaching analysis, synthesis, and conclusion-drawing and their application on the job. Goals are: tolerance for ambiguity, flexibility, and ability to operate under…

This article discusses some false assumptions that women as executives have to deal with; offers an 11-point plan for trainers, managers, and organizations to support the career development of women; and suggests areas of improvement for human resource and career development specialists to consider. (JB)