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Employee Career Development

The New Crop

June 7, 2005
Millions of college graduates are joining the American workforce this month--and what they want and expect from work isn't the same as it was for their older siblings. Employers and generational experts discuss what this latest generation is looking for in its jobs and careers.
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The New Crop

June 7, 2005
Millions of college graduates are joining the American workforce this month--and what they want and expect from work isn't the same as it was for their older siblings. Employers and generational experts discuss what this latest generation is looking for in its jobs and careers.
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<i>Dear Workforce</i> How Do We Promote Professional Development in a Union Shop?

March 31, 2005
Which performance-management and professional-development strategies would work best in a nonprofit, public-sector, unionized environment? More specifically, which type of incentives and learning culture are needed for employees to embrace professional development when job security is not an issue, under-performance is difficult to address, guaranteed salaries are negotiated by the union, and there is no room for bonuses?
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Looking Inward at Bell Canada

March 1, 2005
Amid ongoing downsizing and employee discontent, Bell Canada had to break down institutional barriers in order to redeploy workers from threatened departments rather than hire outside candidates for new openings. A wide-ranging initiative called Bell People First has redeployed more than 1,500 workers at risk for downsizing and saved about $36 million in severance costs during the first two years alone.
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Let Your People Go

February 23, 2005
Managers can often be stumbling blocks to internal mobility in a company. Smart firms may want to set up systems that encourage managers to play a stronger role in advancing their underlings’ careers, or that at least prevent managers from hindering workers who want to transfer.
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<i>Dear Workforce</i> How Do I Convince Our Managers That Training for Skills Development Provides Value?

September 24, 2004
I have two key managers--one who heads development and another in charge of quality assurance--who accept their staff's shortcomings. In short, they seem more interested in developing personal relationships than achieving key company goals. Rather than set goals for skills development, they work around or make excuses for their employees. Training, seminars, extension courses, etc., have been suggested, to no avail. What else can I do?
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