Reports on a survey that gathered data from 118 large companies on what each was doing or had done in the way of career development and on the kinds of programs and services it offers its employees. (Author/IRT)

Describes the career development programs used by IBM, Bell Atlantic, and Xerox. They consist of career assessment by the employee, with the manager performing the role of facilitator. The organizations provide an environment conducive to professional growth, training and development opportunities, and support for the programs. (JOW)

Reports the results of a magazine readers survey on questions concerning career planning. Answers are reported on such topics as career paths, career ladders, career planning programs, mentoring programs, and program costs. A sample college graduate development program is included. (CT)

Among the ways organizations are providing career development for supervisors are (1) in-house career resource centers, (2) individual development plans, (3) formal career paths or ladders, and (4) career counseling. (CT)

Presents a model of a conceptually integrated career development program. The model uses the notion of competencies to integrate a career development program into an organization, since the goals and objectives of any organization, in some way, are linked with human resources requirements. (CT)