There are increasing gaps between traditional/formal education and market requirements, i.e. for getting jobs. Formal education, also, may not directly lead to initiating businesses or joining the labor-market even in cases where the education is technical/applied as experience can be a pre-request to enter the labor market, change job, advance in a specific sector/area or even improve professionalism. National and global labor markets are becoming more dynamic and diverse, and job requirements may different from country to country or even from region to region because of cultural, social structure and languages. This is naturally in additions to “personal chemistry” and communication capabilities. “Informal” merits, e.g. personal interests, background and motivation can be very important as well.

Roadmaps and national/international instruments for shaping “Career-Development-Plans” involve Self-Assessment of interests and resources, Exploring Options and Identifying Possibilities, Preparing, Developing Revising and Assessment as well as Implementing Plans. These issues are very much related to Capacity Building and Management of Human Resources, and can be combined in step-wise and succession programs. In this context, “Career-Development-Plans” may involve re-shaping formal education and/or supplementing it with additional educational or training/practicing and follow-up modules through internships, on-the-job-coaching, job swapping, mentoring, brown-bag-lunch (quality/soft skills/safety), web-based and vestibule training, secondments, language courses/training, cultural and social adaptation. Also, integrating “informal” personal merit with “formal” ones. In cases of Management of Human Resources combined assessment programs (learning-behavior-reaction-results), e.g. individual-occupational-organizational or individual-community, can be of great value for adaptation.