Results of a survey of 11,280 employees in seven Toledo, Ohio, organizations showed that a greater share of the work force participates when career development activities are part of a formal career development system. (SK)

Discusses career centers as a relatively inexpensive way for management to affirm its interest in maintaining dynamic employees. Describes the Career Resource Center at the University of California's Lawrence Livermore National Laboratory, its organization and services. (JOW)

The career development program at Hughes Aircraft (which has 3,700 employees) includes career counseling, assisting with transfer, career paths, career exploration seminars, and career planning classes. (SK)

In a study designed to investigate methods for developing people in a corporate setting, data were collected from 258 male managers. Results indicate that mentoring is a significant predictor of career success for fast-track employees as well as for the steady-track form of career success. (CH)

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)

To be effective, career development programs in organizations must be linked to other human resource activities that are already in place. Includes a six-stage cycle for the career development process. (Author/JOW)

A study of 50 employees of two research and development organizations sought to determine why certain employees became stuck in a career role and the strategies they used to combat the problem and successfully pursue new careers. Determined that companies need to adopt better career planning programs for employees to minimize the problems of…

Discusses the importance of managing one's own career development and the need for a personal advisory group and peer contacts. Points out that the movement and fluctuation in the marketplace means more frequent career changes. (JOW)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

The author states that many career development programs lack strategic attention to one or more system components in the model composed of content, process, and structure. He discusses how to fit career development activities into a model that addresses each component. (CH)

The author describes his experience in designing and conducting a follow-up study for determining whether a series of career development workshops achieved immediate postworkshop objectives and whether they had longer-term effects as well. Process is emphasized over findings. (CH)

Discusses the five principal factors to consider when planning career development programs, including the four key roles of the manager in career development; the rationale for each role and why it is important that managers demonstrate competencies in each of the four; why managers resist these roles; and recommendations for methods to help…

Career development works only if employees accept responsibility for their own careers. Conventional programs often leave employees passively waiting for the company's next move. It would be better to provide employees with resources and guidance, allowing them to find their own answers at their own pace in their own way. (JOW)

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

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)