The purpose of this study was to determine how well former employees at a television glass manufacturing plant were able to find employment in a new field of study following graduation from a local community college. The majority of participants were able to find reemployment, albeit at a lower salary. In addition, information was obtained…

The purpose of this study was to determine the perceptions of satisfaction of dislocated workers served by WIN Job Centers in the Mississippi Corridor Consortium. Four WIN Job Centers participated in this study: Northeast Mississippi Community College WIN Job Center in Corinth, Northwest Mississippi Community College WIN Job Center in Oxford,…

This paper examines labor market conditions and public employment policies in the United States during what some are calling the Great Recession. We document the dramatic labor market changes that rapidly unfolded when the rate of gross domestic product growth turned negative, from the end of 2007 through early 2009. The paper reviews the…

Discusses General Electric Company's comprehensive efforts to retrain and assist displaced employees at their Major Appliance Business Group in Louisville, Kentucky, and at Aerospace Lanham Center Operations in Lanham, Maryland. (JOW)

Presents three-stage sequence based on increased awareness of assumptions, knowledge of relevant information, and skill in taking appropriate action as model for outplacement counseling. Rationale, structure, assumptions, principles, and evaluation of outplacement counseling program using this model are discussed. (Author)

Personality traits of 145 downsized executives receiving outplacement services were examined using the 16 Personality Factor Questionnaire. The 51 who started new businesses were more likely to be emotionally stable, tough minded (less open to experience), and expedient (realistic). (SK)

Describes South Carolina's model program to place an expected minimum of 42,000 military veterans in its work force. (JOW)

Presents case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to personnel administrator for manufacturing, a position for which she was unqualified. Presents employment options available to this client who sought career counseling through the corporation's Employee Assistance Program. (NB)

Responds to case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to a position for which she was unqualified. Suggests three issues to consider in counseling: handling the current situation, analyzing causes of the current problem and how to avoid them in the future, and planning and achieving her…

Responds to case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to a position for which she was unqualified. Discusses information needed by counselor who might work with this client through the corporation's Employee Assistance Program and considers an intervention strategy. (NB)

Describes an outplacement program for hourly women workers that assisted participants in identifying skills, interests, and values; identified community resources; taught job hunting skills; and encouraged participation in a support group. (JOW)

Describes outplacement counseling as a process that enables management to deal with the problem of the employee who must be released or the staff that must be reduced. Discusses the process of outplacement counseling, the stages of transition counseling, and techniques to be implemented. (BH)

Describes current outplacement services and provides a rationale for professional counselor involvement in outplacement activities. Greater awareness of the field and its requirements may increase the effectiveness of outplacement services and encourage counselors to develop expertise in this area. (JAC)

Consists of four articles describing company and government policies concerning helping dislocated workers. Discusses (1) pre- and post-layoff services at General Motors, (2) placement services for geologists displaced by the collapse of the petroleum industry, (3) the Job Training Partnership Act, and (4) information services for laid-off…

Typical reactions to job loss are Victim, Survivor, and Navigator responses. A training program can help participants acknowledge their feelings, identify positive ways to manage change, understand the phases of change, learn stress management techniques, visualize their desired futures, and plan for achieving their vision. (SK)