Because transgender individuals experience widespread employment discrimination, counselors need to understand and be able to work with members of the gay, lesbian, bisexual, and transgender communities. The aim of this article is to help counselors become more transgender literate by (a) defining gender dysphoric disorder and related terms; (b) discussing the causes, diagnosis, and treatment of gender dysphoria; (c) highlighting career realities faced by transgender employees; (d) touching upon legal issues pertaining to transgender workers; and (e) offering a few suggestions to counselors working with transgender clients.

It is estimated that by 2010 there will be 20 million full‐ and part‐time telecommuters working in the United States. The purpose of this article is to assist employment counselors in their work with organizations in implementing e‐worker programs as well as in their counseling of e‐workers. The authors define e‐worker, summarize the growth of e‐worker programs, outline benefits and drawbacks to teleworking, discuss critical elements of a successful teleworker program, and elaborate on potential strategies for becoming a successful e‐worker.

The aim of this article is to provide counselors, academic advisers, and career coaches with a basic understanding of entrepreneurial careers. After presenting a brief history of entrepreneurship, the authors discuss various psychological, social, and economic factors associated with selecting, preparing for, and remaining successful in an entrepreneurial career. They also discuss various ways counselors can help aspiring entrepreneurs achieve their goals. An extensive annotated bibliography of online entrepreneurship resources is included.

The Holistic Outplacement Model is described.

The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers, career coaching/counseling, cross‐training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is described and accompanied with an example. The second section of the article presents three case studies: When woodworkers won’t; How do we keep going from here? and Opportunity in scarce resources. Each case is accompanied with a series of discussion questions and answers. Managers, trainers, and/or consultants can use the article and its case studies to facilitate discussions among employees regarding the potential benefits and drawbacks of various career development interventions.