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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).
Availability: For full text: http://www.worklife.com.au/resource/works.html.
Peer Reviewed: N
Page Count: 10
Publication Date: 2001
Document Type: Information Analyses
Descriptors: Administrator Role, Adult Education, Career Counseling, Career Development, Career Education, Career Exploration, Career Planning, Decision Making, Developed Nations, Employee Attitudes, Employer Employee Relationship, Foreign Countries, Inplant Programs, Mentors, Promotion (Occupational), Self Evaluation (Individuals), Self Help Programs, Self Management, Work Environment
Geographic Terms: Australia
Abstract: Worklife has accumulated information about what employees want in career development support. Education starts by illustrating that career development is about developing the current job and seeking the next. Employees eagerly take responsibility for their career management, but feel they need considerable employer support, especially regarding self-assessment tools. Employees assemble data about preferred skills; career values; primary wants at current career and life stages; belief system; motivated interests; and desired new learning. Workshops are the most popular form of employer-sponsored career support. A challenge for employers is to evaluate and select self-help career planning software. Managers need help to become effective career coaches. Employees who have been inspired to undertake career exploration within their current employment environment must be able to approach people who provide information frankly. A significant majority of employees want more variety in their job tasks--new learning. Employees falter at the decision-making stage. A mentor support program has substantially improved employee and employer results. Employees should be encouraged to investigate and target jobs currently occupied; succession matrices can be maintained. Career development programs may fail if they do not address these issues. Managers are needed who persuade, not give orders; know how to coach and build consensus; and add value by negotiating job assignments with people. (YLB)
Entry Date: 2002
Accession Number: ED461044
Database: ERIC
FullText Text:
  Availability: 0
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  Data: What Works and What Doesn't in Career Development Programs.
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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>
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  Data: For full text: http://www.worklife.com.au/resource/works.html.
– Name: PeerReviewed
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  Data: N
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  Label: Page Count
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  Data: 10
– Name: DatePubCY
  Label: Publication Date
  Group: Date
  Data: 2001
– Name: TypeDocument
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  Data: Information Analyses
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  Label: Descriptors
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  Data: <searchLink fieldCode="DE" term="%22Administrator+Role%22">Administrator Role</searchLink><br /><searchLink fieldCode="DE" term="%22Adult+Education%22">Adult Education</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Counseling%22">Career Counseling</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Development%22">Career Development</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Education%22">Career Education</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Exploration%22">Career Exploration</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Planning%22">Career Planning</searchLink><br /><searchLink fieldCode="DE" term="%22Decision+Making%22">Decision Making</searchLink><br /><searchLink fieldCode="DE" term="%22Developed+Nations%22">Developed Nations</searchLink><br /><searchLink fieldCode="DE" term="%22Employee+Attitudes%22">Employee Attitudes</searchLink><br /><searchLink fieldCode="DE" term="%22Employer+Employee+Relationship%22">Employer Employee Relationship</searchLink><br /><searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Inplant+Programs%22">Inplant Programs</searchLink><br /><searchLink fieldCode="DE" term="%22Mentors%22">Mentors</searchLink><br /><searchLink fieldCode="DE" term="%22Promotion+%28Occupational%29%22">Promotion (Occupational)</searchLink><br /><searchLink fieldCode="DE" term="%22Self+Evaluation+%28Individuals%29%22">Self Evaluation (Individuals)</searchLink><br /><searchLink fieldCode="DE" term="%22Self+Help+Programs%22">Self Help Programs</searchLink><br /><searchLink fieldCode="DE" term="%22Self+Management%22">Self Management</searchLink><br /><searchLink fieldCode="DE" term="%22Work+Environment%22">Work Environment</searchLink>
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  Label: Geographic Terms
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  Data: <searchLink fieldCode="DE" term="%22Australia%22">Australia</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: Worklife has accumulated information about what employees want in career development support. Education starts by illustrating that career development is about developing the current job and seeking the next. Employees eagerly take responsibility for their career management, but feel they need considerable employer support, especially regarding self-assessment tools. Employees assemble data about preferred skills; career values; primary wants at current career and life stages; belief system; motivated interests; and desired new learning. Workshops are the most popular form of employer-sponsored career support. A challenge for employers is to evaluate and select self-help career planning software. Managers need help to become effective career coaches. Employees who have been inspired to undertake career exploration within their current employment environment must be able to approach people who provide information frankly. A significant majority of employees want more variety in their job tasks--new learning. Employees falter at the decision-making stage. A mentor support program has substantially improved employee and employer results. Employees should be encouraged to investigate and target jobs currently occupied; succession matrices can be maintained. Career development programs may fail if they do not address these issues. Managers are needed who persuade, not give orders; know how to coach and build consensus; and add value by negotiating job assignments with people. (YLB)
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  Label: Entry Date
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  Data: 2002
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RecordInfo BibRecord:
  BibEntity:
    Languages:
      – Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 10
    Subjects:
      – SubjectFull: Administrator Role
        Type: general
      – SubjectFull: Adult Education
        Type: general
      – SubjectFull: Career Counseling
        Type: general
      – SubjectFull: Career Development
        Type: general
      – SubjectFull: Career Education
        Type: general
      – SubjectFull: Career Exploration
        Type: general
      – SubjectFull: Career Planning
        Type: general
      – SubjectFull: Decision Making
        Type: general
      – SubjectFull: Developed Nations
        Type: general
      – SubjectFull: Employee Attitudes
        Type: general
      – SubjectFull: Employer Employee Relationship
        Type: general
      – SubjectFull: Foreign Countries
        Type: general
      – SubjectFull: Inplant Programs
        Type: general
      – SubjectFull: Mentors
        Type: general
      – SubjectFull: Promotion (Occupational)
        Type: general
      – SubjectFull: Self Evaluation (Individuals)
        Type: general
      – SubjectFull: Self Help Programs
        Type: general
      – SubjectFull: Self Management
        Type: general
      – SubjectFull: Work Environment
        Type: general
      – SubjectFull: Australia
        Type: general
    Titles:
      – TitleFull: What Works and What Doesn't in Career Development Programs.
        Type: main
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          Name:
            NameFull: Centre for Worklife Counselling, Sydney (Australia).
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            NameFull: Stevens, Paul
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            – D: 01
              M: 01
              Type: published
              Y: 2001
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