The career-oriented training system discussed at the conference requires (1) visible extra benefits for the new employee beyond the guarantee of a steady job, (2) a highly developed structure of social services designed to attack the unique problems of the newly-employed disadvantaged trainee, (3) specialized training of administrators and supervisors directed toward working with the disadvantaged employee and modifying certain norms of the work environment, and (4) a career development plan including incumbent employees. Papers included in the document are: (1) "A New Careers Approach to Organizing the Training of the Hard Core" by Frank Riessman, (2) "New Concepts in Supportive Services: Direct Behavior Counseling" by Leonard P.R. Granick, and (3) case study reports on career-oriented training programs of the Chase Manhattan Bank, Consolidated Edison Company of New York, New York Telephone Company, Oxford Chemical Corporation, and Supermarket General Corporation. Appended are discussions of: (1) setting context, (2) confrontation myths, (3) confrontation models and principles, and (4) training techniques and methods. (JK)