Abstract: A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes 2 main behaviors: 1. developmental feedback seeking and job mobility preparedness. Although career self management training is a commonly used employer intervention to re-socialize individuals to increase their career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self-management training using a quasi-experimental design. Based on data from several hundred professionals at a major US employer, the results showed formal training efforts were generally not successful in re-socializing people to engage in career self-management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self-management behaviors.