Professional networks help employees accomplish work tasks, progress in their careers, and
thrive personally. Decades of research suggest that achieving these outcomes requires more than
simply amassing 'more' network contacts. Instead, networks with certain characteristics (e.g.
networks that are open, diverse, and deep) enhance effectiveness. Network training teaches
trainees about effective networks and helps trainees identify their network development needs by
providing feedback on their current network. Once back on the job, trainees are assumed to take
appropriate actions to develop their networks. However, our research and experience training
MBA students, executives, and employees at all levels suggest that trainees often struggle to
develop their networks after training. We studied 119 trainees engaged in network training and
development to understand why. Our investigation revealed that many trainees fail to set network
development goals that match their personalized feedback, identify strategies that match their
goals, and take actions to develop networks that match their strategies. These mismatches create
gaps in the bridge that trainees build to take themselves from network training to development.
Further, even after building strong bridges by aligning their feedback, goals, strategies, and
actions, many trainees encounter on-the-job barriers that prevent them from improving the
effectiveness of their network. We offer a guide to help address translational gaps and mitigate
on-the-job barriers, thereby enhancing the translation of network training insights into network
development.

This paper provides a preliminary comparative longitudinal analysis of the impact on workers made redundant due to the closure of the Mitsubishi plant in Adelaide and the MG Rover plant in Birmingham. Longitudinal surveys of ex-workers from both firms were undertaken over a 12-month period in order to assess the process of labour market adjustment. In the Mitsubishi case, given the skills shortage the state of Adelaide was facing, together with the considerable growth in mining and defence industries, it would have been more appropriate if policy intervention had been redirected to further training or re-skilling opportunities for redundant workers. This opportunity was effectively missed and as a result more workers left the workforce, most notably for retirement, than could have otherwise been the case. The MG Rover case was seen as a more successful example of policy intervention, with greater funding assistance available and targeted support available, and with more emphasis on re-training needs to assist adjustment. However, despite the assistance offered and the rhetoric of successful adjustment in both cases, the majority of workers have nevertheless experienced deterioration in their circumstances - particularly in the Australian case where casual and part-time work were often the only work that could be obtained. Even in the UK case, where more funding assistance was offered, a majority of workers reported a decline in earnings and a rise in job insecurity. This suggests that a reliance on the flexible labour market is insufficient to promote adjustment, and that more active policy intervention is needed especially in regard to further up-skilling. © 2008 Taylor & Francis.