The most important factor in changing jobs is to research the new company thoroughly and have a compelling reason to leave the old one. Once the boss has been informed of the decision to leave, the worker should conduct business as though he or she were staying. (JOW)

Looks at the process of switching jobs and changing careers. Discusses when to consider options and make the move as well as the need to be flexible and open minded. Provides a test for determining the chances of promotion and when to move on. (JOW)

Discusses the benefits of using job portfolios as a tool to integrate the curriculum and improve trainees' employment efforts. Describes a method for integrating them into training programs. (JOW)

Career coaching is "just-in-time" career counseling that is done by phone and through the Internet. Coaches provide a sounding board and motivation and offer a fresh perspective on career and life problems. (JOW)

Discusses the effectiveness of the World Wide Web as a tool for recruiting employees. Suggests that most firms use several methods for filling their labor and talent needs including employee referrals. Indicates that about 17 percent of successful employee searches are made via the Web compared to other methods. (JOW)

Explains the benefits of career portfolios in an uncertain job market. Suggests how a portfolio can assist in career development and offers items to consider including in a professional portfolio: documentation of education and training, evidence of work performance, and examples of skills with data, people, and things. (JOW)

Examines sources of knowledge about career information components and deals with how that information can be used in the job search process. (JOW)

Discusses searching for a job on the Internet, includes a list of the top 10 online job Web sites, and provides information on preparing a resume for the Web. (JOW)

Discusses the state of the job market, reviews the basics of job building, and provides ideas on how to manage a career during a recession. A sidebar looks at negotiation of severance agreements. (JOW)

Discusses how individuals can ensure they will have a job during periods of layoff and recession. Recommendations include (1) develop employability skills and (2) update resume and worklife philosophy. (CH)

Discusses expectations held by client beginning a job search. Describes Ellis's Rational-Emotive Therapy, designed to teach clients to think rationally prior to the job search. Assesses various irrational beliefs surrounding the job search. Concludes that clients can be taught to combat irrational expectations. (Author/BHK)

Minnesota's WorkForce Centers are a model of state employment services. The centers assist those in need of initiatives such as dislocated worker programs, welfare-to-work services, services for the blind, employment-and-training programs, veterans' services, and job-search assistance. (JOW)

This booklet tells the stories of six perople who have waged battles against unemployment and some of the skills they used to help them win. An introduction stresses the importance of resources in helping one through unemployment. Four steps in collecting resources are listed: take stock, regroup, fortify, and mobilize. The major portion of the…

The "place-train" model of supported employment, appropriate for developmental disability, must be replaced by a "choose-get-keep" model for supported employment of people with psychiatric disabilities. Key model concepts include client job choice, development of job seeking skills, and application of appropriate job behaviors. (Author/DB)

Describes the Holistic Outplacement Model (HOM). Briefly discusses each of the three functional elements of the HOM: (1) Regaining Equilibrium; (2) Career Development; and (3) Job Hunting. Model emphasizes Regaining Equilibrium as the initial and most important step in the process. Includes 25 references. (CRR)