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)

Purpose: Although proposed from theory, the assumption that career-related continuous learning (CRCL) has a positive impact on subsequent job performance has not been tested empirically. The present study aims to close this gap in the literature. A model is derived from theory that predicts a positive impact of CRCL, learning climate, and initial…

Responses to midcareer issues must develop from the recognition that some values of the emerging work force differ from those of staff in their 50s. An organization's best interest lies in listening to the needs of staff, finding new ways to enrich their lives and accommodate its policies to their legitimate drive for self-direction. (JOW)

Purpose: The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely,…

Career development activities are being linked to business goals at Tektronix on the basis of the following principles: full truth, win-win, personnel confidentiality, and mandatory training and development. (JOW)

Over the past year, two comprehensive studies of youth workers were coordinated by the Next Generation Youth Work Coalition. Together, these two studies, conducted by the Forum for Youth Investment and the National Afterschool Association, capture the voices and perspectives of over 5,000 youth workers from across the country. Together they offer…

The majority of current succession planning practices reflect the viewpoint of only a linear career direction for ambitious people. They are based on the premise that competent people have and want only one career direction--an upwardly mobile one. In today's work force, however, a "bottom-up" process works better in succession planning. This…

This guide distills lessons from an extensive body of research into practical advice for policymakers and practitioners concerned with helping hard-to-employ individuals find jobs and succeed in the work force. Part 1 examines the following topics: characteristics of the hard-to-employ; the prevalence of various barriers to employment; and the…