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This article describes an effort to apply a theoretical perspective developed in one country (the United States) to cope with increasing demand for career services and limited funding in another country (the United Kingdom) faced with similar increasing demands for cost-effective service delivery. The authors hope that the experience gained in the transnational application of theory to practice they present can be replicated in other countries using other theoretical perspectives. This article describes the process used in one transnational career theory adaptation project and discusses implications for transnational adaptations of career theory across countries. [ABSTRACT FROM AUTHOR]

The article reports on models for maximizing staff resources in one-stop centers. Numerous programs have been offered to meet the varying employment needs of individuals. The diversity of programs offered resulted in problems of limited service delivery effectiveness. One-stop centers have evolved to address the problems of fragmentation, lack of collaboration, limited resources, duplication of employment and related social services. One-stop centers are evaluated in the article in terms of limitations of existing services and the one-stop response. Levels of support are discussed in context of job seekers and options for matching needs with staff support. Models for maximizing staff resources are also proposed in the article. The first model deals with determining the necessary support for job seekers to make effective use of information and assessment resources. The second model deals with specific service delivery sequences for self-help, brief staff-assisted, and individual case-managed services.