New directions in career management
Article Abstract:
The concept of career development as a vertical ascent is unrealistic and counterproductive. Only a small proportion of workers ascend to management or higher. Many career development programs, however, are based on this 'ladder' concept; a few promising employees within an organization are identified and groomed for senior positions, while the needs of most employees are neglected. Career development programs should reflect the stages of development that people go through between the ages of 18 and 65: exploration, establishment, and mid-late career. The exploration phase gives employees a chance to learn what they like to do (employees in this phase should have 'real jobs', rather than becoming part of job rotation programs). Workers should emerge from the exploration phase with a clear sense of direction. During the establishment phase, career advancement becomes more important, as do personal concerns. Personnel managers working with employees in the 'establishment' phase must help them manage conflicts between personal and professional lives. Mid-late career development is non-existent for all but a few executives; it is wrongly assumed that most people stop developing at age 45. Neglected employees in this phase are often less productive and demoralized at a time when their firms could benefit the most from their experience. Career development during this phase should concentrate on expanding job challenges.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Training the high flyers: Whitehall mixes it with industry
Article Abstract:
The 25 top industrialists and civil servant executives who participated in Great Britain's Top Management Programme discuss their opinions as to the effectiveness of the program and its first year of training. The program was organized by John Mayne and the Cabinet Offices.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Can trainers learn to take a backseat?
Article Abstract:
Employee training programs depend upon the flexibility and the learning abilities of their participants for success. Tips for instructors, supervisors and employees participating in a training program are provided.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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