Career Development Programs How to Recruit and Retain Growing People in a Shrinking Market

1988 ◽  
Vol 1 (2) ◽  
pp. 30-33
Author(s):  
Peter C. Crafts
Keyword(s):  
Career Development ◽  
Development Programs

A review of career interventions from an educational perspective: Have investigations shed any light?

2000 ◽  
Vol 59 (4) ◽  
pp. 227-239 ◽  
Author(s):  
Lee-Ann Prideaux ◽  
Peter A. Creed ◽  
Juanita Muller ◽  
Wendy Patton
Keyword(s):  
Career Development ◽  
Intervention Studies ◽  
Future Research ◽  
Development Programs ◽  
Career Intervention ◽  
Career Interventions ◽  
International Trends ◽  
Specific Career ◽  
Education Interventions ◽  
Development Literature

Despite widespread acknowledgement of the importance of career development programs to assist students in their complex transition from school to work, very few specific career education interventions have been objectively evaluated. The aim of this paper is to highlight what the authors consider to be a conspicuous shortfall in the career development literature to date, that is, reports of methodologically sound career intervention studies carried out in actual high school settings. International trends in the world of work are briefly discussed in association with the repercussions these changes are producing for today's youth. The major portion of this article is devoted to a comprehensive review of career intervention studies with particular attention paid to the methodological and theoretical issues that resonate from this review process. Recommendations for future research are proposed.

Career Development Program in Queensland Transport

2000 ◽  
Vol 9 (1) ◽  
pp. 3-7 ◽  
Author(s):  
Sandy Santic
Keyword(s):  
Career Development ◽  
Development Program ◽  
Development Programs ◽  
Development Tools ◽  
Career Development Program ◽  
Individual Perspective

The significant changes in work and workplaces are making organisational career development programs imperative from both an organisational and individual perspective. Queensland Transport has responded to the demand from its employees for career development tools and resources by committing to the development and implementation of a departmental Career Development Program. This paper outlines the Queensland Transport Career Development Program with a particular emphasis on how it came about, what it entails and the challenges faced. Various initiatives have been implemented to date, yet many challenges lie ahead.

scholarly journals Evaluation Program for the Career Development of Indonesian Navy Civilian Personnel using the Cipp Evaluation Model and Analytical Hierarchy Process (Ahp)

2019 ◽  
Vol 8 (4) ◽  
pp. 1309-1316
Keyword(s):  
Career Development ◽  
Analytical Hierarchy Process ◽  
Work Performance ◽  
Evaluation Model ◽  
Development Program ◽  
Evaluation Study ◽  
Development Programs ◽  
Class Iii ◽  
Evaluation Approach ◽  
Hierarchy Process

Nowadays, the implementers of Civilian Personnel (Pegawai Negeri Sipil/PNS) Career Development Programs within the Indonesian Navy are still one with military personnel where their existence is only complementary so that they become less optimal/less focused. In its implementation, it is only carried out by officials at the level of Head of Affair (Superintendent/PNS class III/c), the impacts are low of performance, competence and confidence that can be related with weakening work performance. This study aims to provide an evaluation of Civilian Personnel career development programs within the Indonesian Navy by using the CIPP evaluation approach (Content, Input, Process, Product) and Analytical Hierarchy Process (AHP) methods. Based on the results of the program evaluation study, it can be seen that the results of the Context aspect evaluation amounted to 85.84% with the Excellent category; Input aspects amounted to 76.38% with good categories; Process aspects were 79.77% with good categories; Product aspect is 82.48 in the excellent category. So, the overall evaluation of the Civilian Personnel career development program is 81.12% with an Excellent category. The results of the recommendations state that career development programs need to be revised on several aspects of the criteria.

scholarly journals KL2 mentored career development programs at clinical and translational science award hubs: Practices and outcomes

2019 ◽  
Vol 4 (1) ◽  
pp. 43-52 ◽  
Author(s):  
Christine A. Sorkness ◽  
Linda Scholl ◽  
Alecia M. Fair ◽  
Jason G. Umans
Keyword(s):  
Career Development ◽  
Translational Research ◽  
Early Stage ◽  
Grant Writing ◽  
Translational Science ◽  
Development Programs ◽  
Graduate Degrees ◽  
Training Opportunities ◽  
Career Development Award ◽  
Clinical And Translational Research

AbstractIntroduction:NIH Clinical and Translational Science Awards (CTSAs) include KL2 mentored career development awards for faculty commencing clinical and translational research. A survey of KL2 leaders revealed program practices, curricular elements and compelling data about scholar characteristics and outcomes.Methods:We conducted a literature review, framed the survey construct, and obtained input from across the CTSA consortium. A REDCap survey was emailed in fall 2016 to 61 active programs.Results:Fifty-five programs (90.2%) responded. Respondents had been funded from 3 to 11 years, including 22 “mature” hubs funded for ≥8 years. Program cohort sizes were 56% “small”, 22% “medium”, and 22% “large.” Hubs offer extensive competency-aligned training opportunities relevant to clinical and translational research, including graduate degrees, mentorship, and grant-writing. Seventy-two percent of hubs report parallel “KL2-equivalent” career development programs. All hubs share their training and facilitate intermingling with other early stage investigators. A total of 1,517 KL2 scholars were funded. KL2 awardees are diverse in their disciplines, research projects, and representation; 54% are female and 12% self-identified as underrepresented in biomedical research. Eighty-seven percent of scholars have 2–3 mentors and are currently supported for 2–3 years. Seventy-eight percent of alumni remain at CTSA institutions in translational science. The most common form of NIH support following scholars’ KL2 award is an individual career development award.Conclusions:The KL2 is a unique career development award, shaped by competency-aligned training opportunities and interdisciplinary mentorship that inform translational research pathways. Tracking both traditional and novel outcomes of KL2 scholars is essential to capture their career trajectories and impact on health.

scholarly journals Increasing Promotion of Women Faculty in Academic Medicine: Impact of National Career Development Programs

2020 ◽  
Vol 29 (6) ◽  
pp. 837-846 ◽  
Author(s):  
Shine Chang ◽  
Michele Guindani ◽  
Page Morahan ◽  
Diane Magrane ◽  
Sharon Newbill ◽  
...  
Keyword(s):  
Career Development ◽  
Academic Medicine ◽  
Women Faculty ◽  
Development Programs

When the Practitioner Becomes an Administrator: A Case Study

1982 ◽  
Vol 76 (9) ◽  
pp. 360-364 ◽  
Author(s):  
Michael Nelipovich ◽  
Douglas Inkster
Keyword(s):  
Career Development ◽  
Formal Training ◽  
Development Programs ◽  
Management Skills ◽  
Administrative Roles ◽  
Rehabilitation Agency

Rehabilitation agency practioners often find themselves thrust into administrative roles. Agencies require skilled management, yet many practioners find they have no formal training in management skills as they assume their duties. A case study shows how this lack of training can lead to career tragedy. The author recommends that agencies expand career development programs to remedy the situation.

Career Development Programs in Fortune 500 Firms

1987 ◽  
Vol 61 (3) ◽  
pp. 920-922 ◽  
Author(s):  
Jack Keller ◽  
Chris Piotrowski
Keyword(s):  
Career Development ◽  
Human Resources ◽  
Short Duration ◽  
Recent Literature ◽  
Fortune 500 ◽  
Development Programs ◽  
Industrial Psychology ◽  
The Status ◽  
Upper Level ◽  
Area Of Study

Career Development Programs (CDPs) are a rather recent area of study in organizational and industrial psychology. The present study investigated the status and evaluation of such programs in Fortune 500 firms. Data were obtained by a questionnaire completed by each firm's human resources director. Of the 500 companies surveyed, only those that had programs in place ( N = 50) were analyzed. The programs were targeted at middle-to-upper level managers and the programs were evaluated as being quite helpful. These programs were usually of short duration (workshops lasting several days) and conducted by professionals from within the organization. The findings were discussed in light of some recent literature in the field.

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