“The Educational, Social, and Economic Value of Informed and Considered Career Decisions.”
This is a summary of the key findings of a research project done by America’s Career Resource Network Association. It claims that career information is central to the process that facilitates informed and considered career decisions for all people. The research highlights the effectiveness of career counseling, career development courses, and career workshops. This study focuses on the importance of career counseling in schools as students proved to be more engaged and did better academically if they were driven towards a career.
1. America’s Career Resource Network Association. “The Educational, Social, and Economic Value of Informed and Considered Career Decisions.” 1-3.
“Best Practices in Employee Retention.”
This piece is a PowerPoint presentation on employee retention. It touches on why employee retention can be a challenge and why it is so important to keep your “best and brightest.” The PowerPoint discusses what is so new about the “new human capital.” According to the authors the new human capital is a dual focused worker who balances work and personal life responsibilities. Next this presentation focuses on how vital it is for employees to grow as individuals and achieve as a team. Lastly, the authors touch on the importance of growing as a company and retaining talent.
2. Burud, Sandra, and Robert Weigand. “Best Practices in Employee Retention.” Presented by CCP Inc.: Leaders in Workforce Development.
“Basics of Career Development System.”
This article talks about why career models are important in organizations especially in today’s economy. In this issue of Info- Line the reader receives some of the current trends in career systems and also some of the field’s best practices. This piece goes onto discuss the potential positive outcomes of career development systems for organizations, managers, and employees but also points out some of the risks. There are a couple of case studies which are integrated into this article that show some positive results of career systems.
3. Chakiris, B.J Ed. D. and Stephan K. Merman, Ph.D. “Basics of Career Development System.” Info-Line, ASTD (2002): 1-19.
“Human Resource Development and the Psychological Contract: Great Expectations or False Hope?”
This paper presents the findings of a study of managers’ experiences of an emotion management leadership program of a large retail company. By drawing on the concepts of psychological contract this piece explores a program shift from a transactional to a relational contract and how this influenced the managers’ perceptions about what the company expected of them and what they could expect in return. The authors applied Grant’s (1999) theoretical framework to illustrate the prevalence of a “trial contract” in the eyes of the managers involved in the program. These authors point to the value of coaching, role modeling, and supportive human resources policies.
4. D’annunzio-Green, Norma, and Helen Francis. “Human Resource Development and the Psychological Contract: Great Expectations or False Hope?” Humans Resource Development International 8 (2005): 328-343.
“Thought Leader: Mark Thompson on Creating a Life That Matters.”
Karen Elmhirst interviewed Mark Thompson on business success. Mark Thompson is co-author of Success Built to Last. He has two decades of experience as a senior executive, board member, management coach, entrepreneur, author, producer, and investor.This particular piece discusses how the dictionary definition of success varies from how most people define the word. Also it informs the reader of what it takes to have success over a long period of time, according to Thompson. Furthermore, it points out three overlapping perspectives that generate success. Finally it touches on what highly successful people do differently than everyone else. This information was gathered through 200 interviews, surveys, and the experience of Thompson.
5. Elmhirst, Karen. “Thought Leader: Mark Thompson on Creating a Life That Matters.” (2006): 1-12.
“Six Strategies for Retaining High Contributors.”
This article presents ways to attract, engage, and retain great, talented people in organizations. It argues that having the best people can mean the difference between winning and losing in today’s market. It then goes onto to lay out six key strategies organizations can use to attract and keep these people. 1. Link Employees to A+ managers 2. Provide work/ life flexibility 3. Assure career fit 4. Offer ongoing development for career and professional development 5. Communicate mission and strategy 6. Recognize and reward accomplishments
6. Farren, Caela. “Six Strategies for Retaining High Contributors.” Mastery Works Inc. (2006): 1-4.
763-545-5997
Career Development for Organizational Perspectives
“The Educational, Social, and Economic Value of Informed and Considered Career Decisions.”
This is a summary of the key findings of a research project done by America’s Career Resource Network Association. It claims that career information is central to the process that facilitates informed and considered career decisions for all people. The research highlights the effectiveness of career counseling, career development courses, and career workshops. This study focuses on the importance of career counseling in schools as students proved to be more engaged and did better academically if they were driven towards a career.
1. America’s Career Resource Network Association. “The Educational, Social, and Economic Value of Informed and Considered Career Decisions.” 1-3.
“Best Practices in Employee Retention.”
This piece is a PowerPoint presentation on employee retention. It touches on why employee retention can be a challenge and why it is so important to keep your “best and brightest.” The PowerPoint discusses what is so new about the “new human capital.” According to the authors the new human capital is a dual focused worker who balances work and personal life responsibilities. Next this presentation focuses on how vital it is for employees to grow as individuals and achieve as a team. Lastly, the authors touch on the importance of growing as a company and retaining talent.
2. Burud, Sandra, and Robert Weigand. “Best Practices in Employee Retention.” Presented by CCP Inc.: Leaders in Workforce Development.
“Basics of Career Development System.”
This article talks about why career models are important in organizations especially in today’s economy. In this issue of Info- Line the reader receives some of the current trends in career systems and also some of the field’s best practices. This piece goes onto discuss the potential positive outcomes of career development systems for organizations, managers, and employees but also points out some of the risks. There are a couple of case studies which are integrated into this article that show some positive results of career systems.
3. Chakiris, B.J Ed. D. and Stephan K. Merman, Ph.D. “Basics of Career Development System.” Info-Line, ASTD (2002): 1-19.
“Human Resource Development and the Psychological Contract: Great Expectations or False Hope?”
This paper presents the findings of a study of managers’ experiences of an emotion management leadership program of a large retail company. By drawing on the concepts of psychological contract this piece explores a program shift from a transactional to a relational contract and how this influenced the managers’ perceptions about what the company expected of them and what they could expect in return. The authors applied Grant’s (1999) theoretical framework to illustrate the prevalence of a “trial contract” in the eyes of the managers involved in the program. These authors point to the value of coaching, role modeling, and supportive human resources policies.
4. D’annunzio-Green, Norma, and Helen Francis. “Human Resource Development and the Psychological Contract: Great Expectations or False Hope?” Humans Resource Development International 8 (2005): 328-343.
“Thought Leader: Mark Thompson on Creating a Life That Matters.”
Karen Elmhirst interviewed Mark Thompson on business success. Mark Thompson is co-author of Success Built to Last. He has two decades of experience as a senior executive, board member, management coach, entrepreneur, author, producer, and investor.This particular piece discusses how the dictionary definition of success varies from how most people define the word. Also it informs the reader of what it takes to have success over a long period of time, according to Thompson. Furthermore, it points out three overlapping perspectives that generate success. Finally it touches on what highly successful people do differently than everyone else. This information was gathered through 200 interviews, surveys, and the experience of Thompson.
5. Elmhirst, Karen. “Thought Leader: Mark Thompson on Creating a Life That Matters.” (2006): 1-12.
“Six Strategies for Retaining High Contributors.”
This article presents ways to attract, engage, and retain great, talented people in organizations. It argues that having the best people can mean the difference between winning and losing in today’s market. It then goes onto to lay out six key strategies organizations can use to attract and keep these people. 1. Link Employees to A+ managers 2. Provide work/ life flexibility 3. Assure career fit 4. Offer ongoing development for career and professional development 5. Communicate mission and strategy 6. Recognize and reward accomplishments
6. Farren, Caela. “Six Strategies for Retaining High Contributors.” Mastery Works Inc. (2006): 1-4.