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Would you like to take control of your career so that you are not at the whim of the employer or the economy? The aim of this paper is to learn how to apply successful small business strategies to your career so that you are in charge.

Learn how to apply successful small business strategies to your career so that you are in charge. This article will help you to look at your career through the lens of an entrepreneur taking a product to market – in this case the product is you! The five steps include: assessing the strengths, capabilities and skills of your product; reviewing what the market wants; analysing the gaps between your product and what the market wants; planning the further development of your product; and marketing your product.

As of July 9 the author is launching a survey to gather success stories of how people have recession proofed their careers. However at the time of this writing the findings from that survey are not available.

These practical steps are easy to apply and can give your career the boost it needs in these uncertain economic times.

While many authors have given the advice to either treat your career as a business or to be the Chief Executive Officer of your career, “Five steps to a recession proof career” provides practical advice on how to actually achieve that goal.

Serves as an introduction to a regular future series of articles. Outlines the changes in the job market and the current situation, and sets the scene for librarians who are job hunting or looking for a career change. Gives advice on strategies for career and personal development. There is an exercise which will be taken further in subsequent issues.

The purpose of this paper is to review the encouraging progress and increased momentum in both business and Government for more women to be appointed to senior positions. It traces this momentum since the author's last article: “Are cracks now appearing in the boardroom glass ceiling?” in Industrial and Commercial Training, Vol. 45 No. 4, 2013.

Critical review of recent initiatives by both government and business.

The article highlights the positive momentum towards greater gender equality in the workplace. It emphasises the need for more career guidance beginning early in school for girls and to change the male-dominated culture found in many areas of business.

Review of literature and media articles in the past 12 months.

The increased antipathy towards quotas and the need for greater career guidance in both schools and colleges, together with work experience placements for women. Recruitment and selection should be gender-free, based on ability and experience and carried out by selection panels of both sexes.

Highlights and analyses the recent encouraging trends and increasing awareness of the value women bring to a company board.

This chapter describes how higher education professionals and college students can use social networking sites and technology to manage their careers. Individuals can expect to change careers several times in a lifetime making the importance and role of social networks past and present central to the career management process. The way individuals communicate and interact through the use of social networking sites for the purpose of career development is discussed. The role of social networking sites in exploring career options, learning, making connections, searching for jobs, developing professionally, making decisions, and maintaining a professional image online is examined. A model is presented on using social networking sites to gather information and feedback during the career management process. Scenarios and examples are provided from higher educational professionals, hiring managers, college students, job seekers, and career changers. The chapter envisions the future of career management specific to higher education and addresses how higher education career advisors can respond to social networking sites and technology.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

The impact of appearance on career development is well-documented. We know with some certainty that those blessed with good looks, a sense of style and a winning smile have an advantage at all stages of the job application process, and throughout their careers, with the most aesthetically pleasing being more likely to be given jobs, higher salaries and promotions (Baert & Decuypere, 2014; Toledano, 2013). What then should those who offer career advice make of this? Should career advisers, coaches, HR professionals and line managers be advising their clients and employees on how to improve their looks? At one level, the answer to this question seems obvious: if the advisers know it can make a difference, of course they should try to help their clients to look more professional or better appropriate for the role, to give them every chance of success in their chosen field. But on closer inspection, this assumption is fraught with challenges. How far should the practitioners go? How can one give advice without causing offence? And most crucially, how could this tacit support of an arguably unfair and superficial value system be justified? In this chapter, I will explore some of these issues, drawing on research conducted with career advisers, counsellors and coaches and will offer some practical guidelines for all those who might find themselves tempted to offer advice.

The purpose of this paper is to investigate how mentors affect the career satisfaction of protégés. Drawing from the Elaboration Likelihood Model (ELM), the authors propose a dual processing model that considers both cognition and emotion in the relationship between mentoring and the career satisfaction of protégés.

The study employed a three-stage questionnaire survey to collect data from employees in Chinese enterprises, resulting in a total of 329 valid responses.

The results showed that mentoring had a significant positive impact on protégé career satisfaction. Additionally, role clarity and positive affect of protégés played dual-mediating effects between mentoring and protégé career satisfaction. Moreover, as a non-mentoring behavior, mentor advice-seeking behavior strengthened the positive impact of mentoring on role clarity and positive affect.

In the study, the authors utilize the ELM as a new perspective to construct a dual-mediating model of protégé role clarity and positive affect to illuminate the mechanism of mentoring on protégé career satisfaction, advancing the literatures of mentoring relationship and career development. Further, the authors put forward the moderating effect of mentor advice-seeking behavior by considering it as a non-mentoring behavior of mentors to deepen the understanding of mentorships. Moreover, the authors attempt to propose the long-term cumulative effect of the dual processing to expand the application of the ELM in interpersonal processes.

A presentation and critique of techniques, relevant research literature, and advice commonly viewed as facilitating women′s success in management. The strands of this advice have been conceptualised into six broad strategies which have been labelled as: “learn male rules”, “superwoman”, “personal change”, “female niche”, “reformist”, and “women‐centred”. Each strategy is described and then the positive and negative implications for women are considered, both at a personal level and in terms of the likely impact on social change. This article aims to provide a clearer conceptual framework through which women can assess the available advice and choose a mix of strategies which is most appropriate for their own situation.

Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University, in discussion with Cathy Bereznicki, (now former) Chief Executive of Institute of Careers Guidance, about the challenges facing both the careers guidance industry in particular and its clients in general. These new challenges include the growing importance of lifetime learning, the impact of globalisation in many areas, more flexible working, changing expectations, increasing attention to the whole area of values and a greater emphasis on personal development. All these factors are likely to radically alter what we mean by a career in the years and decades ahead. This will have a far reaching effect on the nature and form of the support industies, such as those provided by the Institute of Careers Guidance.