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Article
Publication date: 1 August 2000

James J. Kirk, Bridget Downey, Steve Duckett and Connie Woody

The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers…

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Abstract

The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers, career coaching/counseling, cross‐training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is described and accompanied with an example. The second section of the article presents three case studies: When woodworkers won’t; How do we keep going from here? and Opportunity in scarce resources. Each case is accompanied with a series of discussion questions and answers. Managers, trainers, and/or consultants can use the article and its case studies to facilitate discussions among employees regarding the potential benefits and drawbacks of various career development interventions.

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Journal of Workplace Learning, vol. 12 no. 5
Type: Research Article
ISSN: 1366-5626

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Publication date: 1 August 2023

Henry Tran and Zach Jenkins

In this chapter, the emerging education workforce management approach known as talent-centered education leadership (TCEL) is reviewed. The approach takes inspiration from…

Abstract

In this chapter, the emerging education workforce management approach known as talent-centered education leadership (TCEL) is reviewed. The approach takes inspiration from progressive and cutting-edge talent management thinking and practices that emphasizes employers' intentional focus on humanizing and authentically engaging with their workforce. Pertinent to the theme of the book, the discussion then segues to the importance of diversity and inclusion as a precursor for these efforts and demonstrates how equity and organizational excellence are mutually compatible in the workplace. Relatedly, consideration is given to how traditional perceptions of “professionalism” can exacerbate inequity in the workplace. The chapter concludes by highlighting the seven core principles of TCEL to prepare school employers to embrace the future of education work.

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Article
Publication date: 1 October 2006

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Reference Services Review, vol. 34 no. 4
Type: Research Article
ISSN: 0090-7324

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