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What Works and What Doesn't in Career Development Programs.

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Title: What Works and What Doesn't in Career Development Programs.
Language: English
Authors: Stevens, Paul, Centre for Worklife Counselling, Sydney (Australia).
Peer Reviewed: N
Page Count: 9
Publication Date: 1996
Document Type: Opinion Papers
Descriptors: Adults, Career Change, Career Choice, Career Development, Career Guidance, Career Planning, Employer Employee Relationship, Employment Practices, Foreign Countries, Occupational Information, Organizational Development, Program Implementation, Resources, Self Actualization, Self Evaluation (Individuals), Staff Development, Workshops
Geographic Terms: Australia; New South Wales
Abstract: Career development has become important in organizations struggling with restructuring and its effects on employees. Employees now understand the process as a way to gain employability skills in order to obtain different jobs within their companies or elsewhere. Career development often takes place in workshops, although many people prefer a more private setting, at least initially. Self-assessment tools can be used, but they should avoid any association with tests. A range of career-learning material should be offered, such as self-help libraries and software systems such as DISCOVER, Career Builder, or System of Interactive Guidance and Information (SIGI) PLUS. The best workshop design seems to be 2 consecutive days followed up with a day 5-8 weeks later. An external career trainer should lead the workshops, rather than an internal trainer. Managers should undertake the process first so that they can learn to be career coaches for their employees. Employees should be encouraged to develop their self-knowledge and then to develop knowledge of other jobs they might like. Although employers fear that most employees will ask for promotions, most employees actually want more variety and more opportunity to learn in their jobs. Mentoring support can be helpful, and bottom-up succession planning is more useful than the older top-down method. Some reasons for the failure of career development programs are as follows: they focus on the needs of only a portion of the employee population with an organization; they rely on inadequate methods of self-assessment measurement; they avoid a systems approach; they depend on workshops as the only learning media; upper management has not been part of the process before implementation; and performance appraisal discussions have been mixed with career review discussions. Today's organization is not the authoritarian vertical hierarchical type; employees need career development programs to react to changing needs of the organization and the marketplace. (KC)
Journal Code: RIEMAY1997
Entry Date: 1997
Accession Number: ED402502
Database: ERIC
FullText Text:
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  Data: What Works and What Doesn't in Career Development Programs.
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  Data: English
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  Data: <searchLink fieldCode="AR" term="%22Stevens%2C+Paul%22">Stevens, Paul</searchLink><br /><searchLink fieldCode="AR" term="%22Centre+for+Worklife+Counselling%2C+Sydney+%28Australia%29%2E%22">Centre for Worklife Counselling, Sydney (Australia).</searchLink>
– Name: PeerReviewed
  Label: Peer Reviewed
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  Data: N
– Name: Pages
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  Group: Src
  Data: 9
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  Label: Publication Date
  Group: Date
  Data: 1996
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  Data: Opinion Papers
– Name: Subject
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  Data: <searchLink fieldCode="DE" term="%22Adults%22">Adults</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Change%22">Career Change</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Choice%22">Career Choice</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Development%22">Career Development</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Guidance%22">Career Guidance</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Planning%22">Career Planning</searchLink><br /><searchLink fieldCode="DE" term="%22Employer+Employee+Relationship%22">Employer Employee Relationship</searchLink><br /><searchLink fieldCode="DE" term="%22Employment+Practices%22">Employment Practices</searchLink><br /><searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Occupational+Information%22">Occupational Information</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Development%22">Organizational Development</searchLink><br /><searchLink fieldCode="DE" term="%22Program+Implementation%22">Program Implementation</searchLink><br /><searchLink fieldCode="DE" term="%22Resources%22">Resources</searchLink><br /><searchLink fieldCode="DE" term="%22Self+Actualization%22">Self Actualization</searchLink><br /><searchLink fieldCode="DE" term="%22Self+Evaluation+%28Individuals%29%22">Self Evaluation (Individuals)</searchLink><br /><searchLink fieldCode="DE" term="%22Staff+Development%22">Staff Development</searchLink><br /><searchLink fieldCode="DE" term="%22Workshops%22">Workshops</searchLink>
– Name: Subject
  Label: Geographic Terms
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  Data: <searchLink fieldCode="DE" term="%22Australia%3B+New+South+Wales%22">Australia; New South Wales</searchLink>
– Name: Abstract
  Label: Abstract
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  Data: Career development has become important in organizations struggling with restructuring and its effects on employees. Employees now understand the process as a way to gain employability skills in order to obtain different jobs within their companies or elsewhere. Career development often takes place in workshops, although many people prefer a more private setting, at least initially. Self-assessment tools can be used, but they should avoid any association with tests. A range of career-learning material should be offered, such as self-help libraries and software systems such as DISCOVER, Career Builder, or System of Interactive Guidance and Information (SIGI) PLUS. The best workshop design seems to be 2 consecutive days followed up with a day 5-8 weeks later. An external career trainer should lead the workshops, rather than an internal trainer. Managers should undertake the process first so that they can learn to be career coaches for their employees. Employees should be encouraged to develop their self-knowledge and then to develop knowledge of other jobs they might like. Although employers fear that most employees will ask for promotions, most employees actually want more variety and more opportunity to learn in their jobs. Mentoring support can be helpful, and bottom-up succession planning is more useful than the older top-down method. Some reasons for the failure of career development programs are as follows: they focus on the needs of only a portion of the employee population with an organization; they rely on inadequate methods of self-assessment measurement; they avoid a systems approach; they depend on workshops as the only learning media; upper management has not been part of the process before implementation; and performance appraisal discussions have been mixed with career review discussions. Today's organization is not the authoritarian vertical hierarchical type; employees need career development programs to react to changing needs of the organization and the marketplace. (KC)
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  Data: 1997
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RecordInfo BibRecord:
  BibEntity:
    Languages:
      – Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 9
    Subjects:
      – SubjectFull: Adults
        Type: general
      – SubjectFull: Career Change
        Type: general
      – SubjectFull: Career Choice
        Type: general
      – SubjectFull: Career Development
        Type: general
      – SubjectFull: Career Guidance
        Type: general
      – SubjectFull: Career Planning
        Type: general
      – SubjectFull: Employer Employee Relationship
        Type: general
      – SubjectFull: Employment Practices
        Type: general
      – SubjectFull: Foreign Countries
        Type: general
      – SubjectFull: Occupational Information
        Type: general
      – SubjectFull: Organizational Development
        Type: general
      – SubjectFull: Program Implementation
        Type: general
      – SubjectFull: Resources
        Type: general
      – SubjectFull: Self Actualization
        Type: general
      – SubjectFull: Self Evaluation (Individuals)
        Type: general
      – SubjectFull: Staff Development
        Type: general
      – SubjectFull: Workshops
        Type: general
      – SubjectFull: Australia; New South Wales
        Type: general
    Titles:
      – TitleFull: What Works and What Doesn't in Career Development Programs.
        Type: main
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      – PersonEntity:
          Name:
            NameFull: Centre for Worklife Counselling, Sydney (Australia).
      – PersonEntity:
          Name:
            NameFull: Stevens, Paul
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          Dates:
            – D: 01
              M: 01
              Type: published
              Y: 1996
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