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Reports on a recently published research‐based report identifying trends and best practice in career development. Focuses on what is happening at Pilkington Optronics, the London Borough of Brent and ICL. Concludes that developing individual competences to match the requirements of business is crucial if employees are to be developed, and kept motivated in ever‐changing organizations.

TWO manually operated DEA Swift co‐ordinate measuring machines (CMM), each equipped with Tutor M measuring software, have been installed directly in the production machine shop of Pilkington Optronics Ltd., St Asaph. The CMMs are being used as flexible measuring gauges by Pilkington's machine setter/operators under a programme whereby selfcertification of component accuracy is gradually superseding conventional QC inspection.

Investigates the learning process in innovation and, in particular, the collective learning which underlines different types of innovation within the context of small‐ to medium‐sized enterprises (SMEs). Argues that innovation is often the result of interaction of various subjects, technologies, people and organisations, and that it is the learning that is derived from such interaction which underpins innovative activity. SMEs are better able to innovate when they are part of clusters because it is through the networking process and the management of externalities (key elements in clustering) that they develop new products, processes and services.

Examines the role of 28 personnel directors on the boards of private business and public sector organizations and offers an analysis of their influence and the factors explaining that influence. First, personnel directors adopted a business orientation directly involving them in business strategy, although this was more emergent than formally planned. Second, successful personnel directors required professional competence in HR proactively contributing to solving business problems. Third, excellent social skills in developing effective interpersonal relations with other board directors was important. A fourth factor was the management style of the MD/CEO including recognition that personnel could make a significant contribution to business goals. Where the MD held a strong people orientation, personnel was likely to have influence, whereas if the MD’s priorities lay elsewhere then the role was tougher, but not impossible.

Provides an executive summary of a major conference on simultaneous engineering, held in London towards the end of 1993. Rather than detailing specific presentations, concentrates on highlighting the breadth of issues discussed, thus illustrating the often overlooked complexity of simultaneous engineering.

RE Components, a subsidiary of Dunlop's Precision Rubber Division, is manufacturing small rubber parts colour‐coded red, yellow, green and orange for ease of identification in assembling and servicing electrical and electronic circuitry.

Examines the phenomenon of worker displacement resulting from redundancies within defence‐related industries. Focuses on responses to an extensive survey of people made redundant over a three‐year period in four defence‐dependent companies in Scotland. Examines individuals’ experiences immediately following the announcement of redundancy and in the course of attempting to find re‐employment, this evidence questions the adequacy of redundancy support measures offered both by the companies themselves and by external services. Outlines key finding that individuals’ experiences of the advice and support they received, as well as their success in finding re‐employment, differ depending on gender, age and skill level. Discusses how the nature of re‐employment found by these workers is typically temporary, part‐time and lower skilled, highlighting substantial skill underutilisation. Draws conclusions about how the support and advisory services might be improved for these types of workers and especially for particular groups facing difficulties adapting to redundancy.