Reviews results from controlled research data and evaluation of career development programs that include career planning and career management. Identifies elements of successful programs. Concludes match between individual career needs and organizational goals plays a vital role in the implementation of a successful program. (Author/TE)

In response to recommendations in the Illinois Board of Higher Education's Priorities, Quality, and Productivity report of November 1994, the 52 community colleges in the state prepared priority statements detailing specific college objectives for the current fiscal year (FY). This report provides the second update of the colleges' statements,…

In the face of reduced resources, increased levels of competition, and rapid technological advancement, it is critical that colleges learn how to plan for the future. There are four main phases of effective planning: development, implementation, evaluation of results (audit), and standardization. The Hoshin Planning model, which incorporates these…

Each year since 1994, the 52 community colleges in Illinois prepare priority statements detailing specific college objectives for the current fiscal year (FY). This report provides the third update of the colleges' statements, covering FY 1998. Brief statements, from one to four pages, are provided for the following colleges: Belleville Area…

This book presents an approach that organizes the principles and processes of an emerging human resource development (HRD) paradigm requiring training to be everyone's business. Chapter 1 describes the paradigm and presents a practical approach for applying it. Chapter 2 draws a picture of highly effective training (HET), focusing particularly on…

This paper proposes a framework for the management of time, under the rubric of "SOS" (Self-Organization-Scheduling), designed specifically for school officials. Underlying this framework is a belief that, in order to manage time, one must manage oneself within the bounds of the institution. Accordingly, three interdependent sets of practical…

A persistent concern of those involved with planning, delivering, and evaluating training as well as of managers is whether training "works." Addressing that question, this paper proposes that training must be integrated into other aspects of the organization if it is to achieve lasting results. In other words, training must be viewed within its…

This handbook is designed to give present and potential advisors the background information and organizational procedures necessary for establishing and implementing chapters of the American Industrial Arts Student Association (AIASA) in New Mexico. The handbook is organized into three sections. Section 1, the Introduction, explains AIASA's…

This module is part of a set of management and supervisor training (MAST) materials developed by the Department of Energy for the Waste Isolation Division. Its stated purpose is to enable trainees to develop effective plans. The first section of the module is an introduction that includes a terminal objective and opening remarks intended to focus…

This Human Resource Development Plan represents an effort to systematize human resources and personnel development at Mid-Plains Community College Area (MPCCA). The need for creating such a plan was specifically cited by North Central consultant evaluators, and a Human Resources Development (HRD) Steering Committee was established in spring 1994…

To commemorate 2002 as the centennial year of America's 4-H Movement, the National 4-H Council held a national conversation to identify ways of improving youth development programs. The conversation process included the following activities: 1,577 local conversations that yielded more than 10,000 specific action items; a review of those items at…

This document is part of a five-module training package to help employment and training service providers comply with the Workforce Investment Act (WIA) of 1998 and develop a one-stop training and employment services system. It consists of the participant workbook, trainer manual, and activity worksheets for a module on partnering and…

The Garment Industry Development Corporation (GIDC) was founded in 1984 by a 3-member partnership that included the local union, industry associations, and local government. GIDC's goal was to support New York City's garment industry, which had been steadily losing jobs. GIDC exhibits the following characteristics of sectoral initiatives: it…