This article provides a framework to address institutional expectations and internal conflict that have to do with commercialization of career centers and the potential for compromising ethical standards. Included are recommendations for career centers to manage their obligations to various stakeholders. (Author/MKA)

As parents of Generation Xers are becoming more involved in their college sons' and daughters' job searches, career services staff in higher education institutions are encouraged to form partnerships with parents. Offers eight specific suggestions for career services staff to use in building these relationships with parents. (MKA)

Looks at how technology is changing the way career centers conduct business. Examines the move toward a "paperless office" and the risk of not serving everyone by going paperless. Describes ways in which technology is increasing student preparedness and the need to answer students increasingly informed questions in person. (RJM)

The downsizing of the military has resulted in the development of military Career Resource Management Centers (CMRCs) to assist veterans. The primary means of delivering services are two- to three-day transitions programs that assist veterans in analyzing skills and determining work preferences. Establishing and maintaining close contact with…

Describes a project at St. Cloud State University (Minnesota) designed to increase the quality of career counseling services while coping with the constraints of diminished staffing and monetary resources. Mock Interview Day is a program that provides each student with an opportunity to have a practice interview with an experienced recruiter from…

Offers advice to recruiters working on college campuses on how they can create a positive image with students and career services personnel. States that a good recruiting organization knows its customers, creates programs with the customer in mind, chooses its recruiting team well, and fosters strong relationships with campus partners. (MKA)

To gauge the interest of employers in interviewing alumni on campus, the career services staff at the University of Tennessee at Knoxville developed and distributed a questionnaire to campus recruiters from 130 organizations. Questions from survey participants' responses are included. Results indicate that a high percentage were interested in…

Discusses ways in which career center professionals can attract the interest of the media. Describes what the "news" media is looking for in stories; presents a story that is appealing to news professionals. Also covers making professional contacts, writing a press release, and talking to a reporter. (RJM)

Surveys the job situations of three consecutive graduating classes of Pittsburgh's College of Arts and Sciences (Pennsylvania). Quantitatively, the university's career services was a relatively minor source of information leading to the first full-time jobs; however, in terms of salary, career relation, and time between graduation and employment,…

Summarizes a dissertation in which 9 women aged 40 to 63 with recently earned bachelor's degrees describe their former career development and express their career counseling needs. (JPS)

Explains how personnel at the College of Business and at the Career Center at Colorado State University utilized focus groups to discover the skills that regional employers seek in new hires. Results show that the 21 employer-representative participants look for technical skills, communication skills, and personality characteristics/attributes.…

Claims that career center professionals must intensify their involvement with one another. Focuses on how career professionals' work rarely intersects with that of large employers and the need for other collaborations; the value of networking; students' educational goals; job listings; and the necessity of a diverse skill base. (RJM)

A nationwide study was conducted to determine the extent of information technology in use by college career centers. Many career centers have access to technology but may not use it as effectively as possible to increase productivity and streamline operations. (SNR)

Describes how one college helps students assemble a portfolio for the job search. Claims that presenting physical evidence of competencies is better than just talking about them. Outlines the characteristics of a portfolio and its use in an interview. Reports the results of an employer survey of desired job skills. (RJM)

Faced with ever-increasing demands and decreasing budgets, career services directors, by necessity, have taken the art of "can do" to a higher level. In this article, five practitioners reflect on the challenges and rewards of operating a career center with limited human and financial resources and identify strategies for managing time and…