Organizational Career Development: Benchmarks for Building a World-Class Workforce
Wiley, Apr 23, 1993 - Business & Economics - 303 pages
Based on an American Society for Training and Development-sponsored survey of career development practices in over one thousand large companies in the United States, Europe, Australia, and Singapore, Organizational Career Development summarizes the state-of-the-practice in the field. The authors and their fellow contributors go beyond a general look at career development systems to offer nuts-and-bolts advice for designing and implementing programs.
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Comparing Career Development at Home
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activities agreed approach areas asked assessment attitudes Australian believe career development practices career development programs career development system career discussions career planning centers Chapter commitment competencies concern continuous corporate counseling Desire devel effective efforts employees evaluation executive existing expectations factors findings focus future goals greater half human implementation important improve increased indicate individual industry initiatives interest internal interviews involved issues lack learning less line managers managers means meet ment needs offer opment opportunities organization's organizational career development organizations participation percent Percentage performance personnel positive productivity promote questions rated reported requirements respondents role sample Senior management Singapore skills staff strategic succession planning supervisors survey talent teams tion training and development units values workforce workshops