Transcription of Strategies for Career Development
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HR Response to Organisational Change1 Strategies forCareer Development :Promise, Practice andPretenceWendy HirshCharles JacksonIESR eport 305 RSupported by the IESR esearchClubtheInstituteforEmploymentStud iesSTRATEGIES FOR Career Development :PROMISE, PRACTICE AND PRETENCEO ther titles from IES:Managing Careers in 2000 and BeyondC Jackson, J Arnold, N Nicholson, A WattsIES Report 304, 1996. ISBN 1-85184-230-6 Careers in Organisations: Issues for the FutureW Hirsh, C Jackson, C JacksonIES Report 287, 1995. ISBN 1-85184-213-6 Personal Development Plans: Case Studies of PracticeP Tamkin, L Barber, W HirshIES Report 280, 1995. ISBN 1-85184-206-3 Development Centres: Assessing or Developing People?
The first gap is between the needs of the business and the stated message from the top about careers and development. This gap occurs either because the career development position is muddled, or because it is poorly or dishonestly communicated. In particular, the real career development position may be segmented, belied by a universal message.
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