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

Autor/in	Stevens, Paul
Institution	Centre for Worklife Counselling, Sydney (Australia).
Titel	What Works and What Doesn't in Career Development Programs.
Quelle	(2001), (10 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	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; Australia + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Berufsentwicklung; Arbeitslehre; Berufserkundung; Karriereplanung; Decision-making; Entscheidungsfindung; Developed countries; Industriestaat; Industrieland; Arbeitnehmerinteresse; Ausland; Betriebliche Weiterbildung; Aufstiegsberuf; Berufsförderung; Self help programmes; Selbsthilfebewegung; Selbstmanagement; Arbeitsmilieu; Australien
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)
Anmerkungen	For full text: http://www.worklife.com.au/resource/works.html.
Erfasst von	ERIC (Education Resources Information Center), Washington, DC