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Relevant bibliographies by topics / Employee retention

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Academic literature on the topic 'Employee retention'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 June 2025

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Journal articles on the topic "Employee retention"

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Srimulyani, Veronika Agustini, and Yustinus Budi Hermanto. "Employer branding and employee performance at KAI: employee retention' role as mediator." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 6, no. 3 (2022): 921–40. http://dx.doi.org/10.25139/jsk.v6i3.5381.

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Today's job seekers prefer well-known companies, even though they're less likely to be accepted. The HR team must brand the company as an employer. Employer branding can be a company's image, values, and work culture. Employer branding has a greater impact on employee loyalty than non-emotional factors on employees. This study aims to explain 1) employer branding's impact on employee retention and performance, 2) employee retention's impact on employee performance, and 3) employer branding's impact on employee performance through employee retention as a mediator. 110 frontline workers from PT Kereta Api Indonesia (Persero) DAOP VII Madiun made up the research sample. The sampling was proportional random. Using SPSS and Sobel, this study uses descriptive and inferential analysis. Influence test results show that employer branding increases employee retention and performance, and employee retention increases employee performance. The results of path analysis and Sobel test of the mediator's role show that the direct effect of employer branding on employee retention after being controlled by employee retention as a mediator is not significant. Employee retention acts as a full mediator for employer branding's effect on employee performance, according to the mediator test. 2) Companies can improve employee performance by improving employee retention via career opportunities, awards, and employee relationships.

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D, VENKATRAMA RAJU, KAMARAJ S, and KANNAN J. "Employee Retention Techniques." Journal of Research on the Lepidoptera 50, no. 1 (2019): 40–47. http://dx.doi.org/10.36872/lepi/v50i1/201055.

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Arubayi, Olusoji Damaro. "Influence of Engagement Strategies on Employee Retention in Nigeria." European Journal of Business and Management Research 7, no. 5 (2022): 250–54. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1683.

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This study seeks to assess the influence of engagement strategies on employee retention in Nigeria. Three (3) engagement strategies (meritocracy, employer branding, and succession planning) were assessed on employee retention. The descriptive survey design and primary data (questionnaires) were employed. The questionnaire was administered to 300 employees of oil and gas firms and data obtained were analyzed using both descriptive (mean) and inferential (Spearman Rank Correlation) statistical tools. Findings showed that the meritocracy strategy is the most ranked factor influencing employee retention; this implies that employees in the organization are rewarded on the basis of their contributions and value to the firm, which in turn influences their decision to stay with the organization. More so, while meritocracy is ranked the most significant factor affecting employee retention, it was found that engagement strategies (like employer branding and succession planning) significantly influence employee retention. On the basis of the findings, it was recommended that organizations can adopt meritocracy, employer branding, and succession planning as engagement strategies. For the sake of lucidity, management must communicate their succession planning to the employees and must constantly reward employees on the basis of their contributions to the firm.

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D.A.S. Udayanga, D. A. S., P. M. K. N. Jayarathna, K. S. C. Silva, M. Z. A. Rashaad, and L. D. A. D. Dissanayake. "Impact of Employer Branding on Employee Retention: A Case of Multinational Corporation that Operates in Sri Lanka." SLIIT Business Review 01, no. 01 (2021): 1–27. http://dx.doi.org/10.54389/opsi7755.

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Employer branding is an important recruitment practice, which correspondingly delivers an important contribution to the retention of employees. Thus, the main purpose of this study is to identify the impact of employer branding on employee retention with reference to a selected multinational organization that operates in Sri Lanka, which is a leading brand in the global beverage industry. The research utilized a deductive research approach, and data were gathered from 126. Simple random sampling technique was utilized in the research where the data was gathered from 126 employees in the selected globally operating multinational organization which has large employer brand, in Sri Lanka. Inferential statistics, Pearson’s correlation coefficient and multiple linear regression analysis was employed to derive conclusions in the study. Accordingly, it is found that employer branding has a positive and highly significant impact on employee retention. Furthermore, the study concludes that the work life balance and training and development are the variables that have a critical impact on employee retention, while corporate social responsibility has no significant impact towards employee retention. The completion of the study would lead to enhance the knowledge on employer branding as well as to provide practical implications to follow in the future. Keywords: Employer Branding, Employee Retention, Dimensions of Employer Branding, Human Resource Management

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V.B.DEVIBALA, V. B. DEVIBALA, Dr P. ANBUOLI Dr.P.ANBUOLI, and T. JOTHIMURUGAN T.JOTHIMURUGAN. "Reason for Employee Retention." Indian Journal of Applied Research 4, no. 4 (2011): 79–81. http://dx.doi.org/10.15373/2249555x/apr2014/230.

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Bais, Dr Santosh Singh. "Employee Retention Management:some Issues." International Journal of Scientific Research 1, no. 4 (2012): 22–24. http://dx.doi.org/10.15373/22778179/sep2012/8.

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Alzaid, Deemah, and Suad Dukhaykh. "Employer Branding and Employee Retention in The Banking Sector in Saudi Arabia: Mediating Effect of Relational Psychological Contracts." Sustainability 15, no. 7 (2023): 6115. http://dx.doi.org/10.3390/su15076115.

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The main purpose of this study is to examine the impact of employer branding on employee retention and the mediating effect of the relational psychological contract between employer branding and employee retention among employees of the banking sector in Saudi Arabia. A cross-sectional survey is used to gather data from 459 employees working in the banking sector. The study findings reveal that employer branding is positively and significantly related to relational psychological contracts and employee retention. Furthermore, a relational psychological contract significantly mediates the relationship between employer branding and employee retention. The current study is considered the first to provide empirical evidence of the role of the relational psychological contract as a mediator between employer branding and employee retention. As a result, the current study will extend the employer branding literature by recognizing a new way through which employer branding impacts employee retention. Theoretical and practical implications are discussed.

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Srivastava, Vinay K., and Shailesh Rastogi. "Employee retention." Ubiquity 2008, April (2008): 1. http://dx.doi.org/10.1145/1376142.1376139.

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Lee, Lew. "Employee Retention." INSIGHT 3, no. 4 (2001): 54. http://dx.doi.org/10.1002/inst.20013454.

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Pradita, Yossy Eka, Sri Wahyu Lelly Hana Setyanti, and Ana Mufidah. "The Influence of Employer Branding and Employee Value Proposition on Employee Retention with Employee Engagement as Mediation." International Journal of Scientific Research and Management (IJSRM) 12, no. 05 (2024): 6449–63. http://dx.doi.org/10.18535/ijsrm/v12i05.em15.

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Human resources are the most important aspect in carrying out management activities. In order to realize this, an employee retention level is needed in an organization. This research aims to test and analyze whether, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, as well as whether Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention. The total population in this study was 47 respondents with a total sample taken using saturated sampling of 42 respondents, because there were several employees who were continuing their education. The respondents in the sample were employees of the Bank Indonesia Jember Regional Representative Office with permanent employee status. The type of data used is quantitative qualitative data. The data source used is primary data, where this data is obtained from the results of respondents' direct answers through research questionnaires and interviews. The data analysis method used in this research is Path Analysis with the help of IBM SPSS Statistics 26.0 software. The results of this research show that Employer Branding, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, and Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention.

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Dissertations / Theses on the topic "Employee retention"

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Kaiser, Sally M. "An examination of new employee orientation and training programs in relation to employee retention rates." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006kaisers.pdf.

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Dixon, Sherry Ann. "Retention of Information Technology Employees." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3152.

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Business leaders often realize greater profitability when they have strategies to retain IT employees. However, the cost to replace IT employees creates significant challenges for business leaders. Given the growing impact of technology on operational costs, retention of IT employees is imperative. This exploratory single case study sought to identify the strategies that leaders use to increase IT employee retention. The population was 6 leaders from a military organization in Norfolk, Virginia, responsible for the retention of IT employees. Herzberg's two-factor theory was the conceptual framework for this study. The data was collected from semi-structured interviews with 6 leaders along with organization documents. Data analysis and methodological triangulation included thematic analysis to identify 7 themes in the study. These 7 themes were quality of life, telework, leadership, inclusion, and staying abreast of new technology. Implications for social change include the potential for leaders to save money on recruitment and training. It also includes organizations becoming profitable through better employee retention strategies, and it adds to the body of knowledge that leaders could use to provide stable employment opportunities to individuals. The retention rates among IT employees affect individuals, families, communities, organizations, and the economy. Implementing retention strategies may result in improving employee-employer relationships and organizational profitability.

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Yadav, Nitin. "Effect of people process culture on the overall productivity and harmony of an organization." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008yadavn.pdf.

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Anderson, Sarah J. (Hovland). "A case study of employee training and retention at Company ABC." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009andersons.pdf.

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Shelton, Karen. "The effects of employee development programs on job satisfaction and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.

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Åberg, Lisa, and Jessica Henry. "Employee Retention : Utifrån ett generationsperspektiv." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15223.

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Bakgrund: Det finns idag en problematik för kunskapsintensiva företag i Sverige att lyckas bibehålla medarbetare. Detta då den svenska arbetsmarknadens utveckling har resulterat i fler högutbildade medarbetare, vilka generellt känner lite lojalitet gentemot arbetsgivaren. Företags önskan om att bibehålla medarbetare grundar sig i deras strävan att uppnå en låg personalomsättning då det anses positivt för företaget ur flera aspekter. För att studera denna problematik studeras Employee Retention-faktorer utifrån ett generationsperspektiv. Detta då medarbetares jobbvärderingar och därmed preferenser kring viktiga faktorer enligt tidigare forskning till stor del påverkas av generationstillhörigheten. Syfte: Syftet med studien är att utforska vilka faktorer som får medarbetare i olika generationer att stanna inom kunskapsintensiva företag. Detta genom att belysa Employee Retention utifrån ett medarbetarskap- samt generationsperspektiv. Metod: Studien syftar till att undersöka medarbetarnas upplevda verklighet, därför utgår studien från en kvalitativ forskningsmetod. Fallstudiemetoden har tillämpats, då denna är lämplig för att förstå komplicerade sociala företeelser. Ett centralt drag i fallstudier är att kombinera olika datainsamlingsmetoder, därför har 10 semistrukturerade intervjuer samt 25 frågeformulär med medarbetare på valt fallföretag genomförts. En analys av insamlad data har därefter genomförts, vilket resulterat i studiens slutsats. Slutsats: Studien har identifierat de viktigaste Employee Retention-faktorerna inom respektive generation och bekräftar därmed att generationstillhörigheten påverkar de faktorer som får medarbetare att stanna inom kunskapsintensiva företag. Studien har också påvisat att de viktigaste faktorerna som identifierats i respektive generationerna har en tydlig koppling till det psykologiska kontraktet. Om kunskapsintensiva företag tar hänsyn till dessa faktorer och därmed det psykologiska kontraktet, resulterar det i lojalitet och bibehållande av medarbetare.<br>Background: In the last couple of years there has been an ongoing change in the Swedish labor market where the knowledge-intensive companies find it harder to retain employees. This because highly educated employees generally are less experience less loyal towards the employer. Why companies wish to retain employees is because they aim for a low employee turnover, which is considered to be important for companies in several aspects. The study focus on important variables for employees, which makes them stay at a company, using a generation perspective. This perspective is used because employee’s work values and preferences are found to be affected by generational belonging. Purpose: The purpose of this study is to explore which variables that make employees with different generation belongings stay at knowledge-intensive companies. This by illustrating Employee Retention from the employee’s perspective and using a generation perspective. Method: The study applies a qualitative approach since the purpose is to explore the employee’s experienced reality. A case-study method is also applied since it’s suitable for complicated social phenomenon. Fundamental for a case-study is to combine different data collection methods, which is why 10 semi-structured interviews and 25 questionnaires are made within the case-company. The analysis of the data was then made with directions of an analysis strategy, which lead to the conclusion of the study. Conclusion: This study has identified the most important Employee Retention-variables within each generation, which also acknowledge that the generational belonging affects the variables that the employees value and consequently makes them stay at a company. The study has also shown that the most important variables that are identified in the different generations, also are found in the psychological contract. If knowledge-intensive companies identifies these variables and thereby strengthen the psychological contract, the output will be organizational loyalty and Employee Retention.

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Karas, Melissa M. "Recruitment and retention from a to z variables for all organizations to consider /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.<br>Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).

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Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.

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Guma, Pendulwa Vuyokazi. "Organisational factors impacting on employee retention." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1530.

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Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.

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Laing, Ann. "Employee Retention Strategies in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7024.

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The nonprofit sector is faced with the business problem of low employee retention rates. Low employee retention rate presents various business challenges, which includes the inability to offer community members much needed social service programs as well as providing a competitive compensation package to their employees. The purpose of this descriptive phenomenological study was to explore the evidence-based best practice strategies in employee retention used in the nonprofit sector. The research included a conceptual framework focusing on Herzberg's Motivation - Hygiene Theory. The conceptual framework utilized in this study included segmentation of different employee retention strategies in nonprofit organizations. Data were collected from semi-structured face-to-face and Skype interviews with 13 leaders in the nonprofit sector. The sample included 8 female and 5 male participants working in the nonprofit sector in Central and South Florida. NVivo 12 software program was utilized to help the researcher interpret the research findings. The findings from coding analysis revealed strategies in motivation, employment status, mentoring, communication, human resource practices, job satisfaction and job security, reward management, and organizational leadership. In some mentoring programs the mentors spend time talking with the mentees about the path they took in achieving their career goals. Job satisfaction includes job security, work-life balance, and a flexible work schedule. Findings may be used to sustain community-based programs in the nonprofit sector. An increase in the employee retention rate may have a positive impact on social change in the community.

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Books on the topic "Employee retention"

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Garber, Peter R. Retention. HRD Press, 2008.

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Susan, Cumming, ed. HR networking: Retention. CCH, 2004.

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Green, Lori. Best practices in recruitment and retention. Bureau of Business Practice, 1998.

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Society for Human Resource Management (U.S.). Retention practices survey. Society for Human Resource Management, 2000.

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Healey, Andrea. The Best of attraction and retention: A collection of articles from WorldatWork. WorldatWork, 2002.

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Mike, Johnson. Talent magnet: Getting talented people to work for you. Financial Times/Prentice Hall, 2002.

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Securities Industry Association. Research Dept., ed. Employee compensation and turnover: Selected trends for exempt and non-exempt employees. Securities Industry Association, Research Dept., 2002.

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Maine. Legislature. Joint Standing Committee on State Government. State personnel system: Employee recruitment and retention. Office of Policy and Legal Analysis, 1986.

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O, Connell Adele, ed. Managing employee retention: A strategic accountability approach. Butterworth-Heinemann, 2003.

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Stone, Florence M. Recruiting and retaining people. Capstone Pub., 2002.

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Book chapters on the topic "Employee retention"

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Webb, Rick. "Employee Retention." In Agency. Palgrave Macmillan US, 2015. http://dx.doi.org/10.1007/978-1-137-50122-6_18.

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Ludike, John. "Digital Employee Experience Engagement Paradox: Futureproofing Retention Practice." In Psychology of Retention. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98920-4_3.

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Darcy, Colette. "Employee Induction, Turnover and Retention." In Human Resource Management. Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-00938-8_4.

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Kimbrough, Betty. "Authentic Leadership for Employee Retention." In Blueprint for Engagement. Productivity Press, 2018. http://dx.doi.org/10.4324/9781315180298-11.

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Holtom, Brooks C., and Tiffany Darabi. "Job Embeddedness Theory as a Tool for Improving Employee Retention." In Psychology of Retention. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98920-4_5.

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Pradhan, Rabindra Kumar, Lalatendu Kesari Jena, and Ranjan Pattnaik. "Employee Retention Strategies in Service Industries: Opportunities and Challenges." In Employees and Employers in Service Organizations. Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-3.

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Rajput, Suraiya, and Shubham Sharma. "Impact of Technostress on Employee Retention and Employee Turnover." In Data Science and Applications. Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-99-7862-5_4.

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Mitonga-Monga, Jeremy. "Ethical Context in Relation to Employee Commitment in a Developing Country Setting." In Psychology of Retention. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98920-4_17.

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Darcy, Colette, Ashley O’Donoghue, and Yanqiao Liu. "Employee Engagement, Induction, Turnover and Retention." In Human Resource Management. Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_4.

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Alaimo, Charles J. "Creating an Effective Employee Retention Plan." In Management for Professionals. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-95048-4_3.

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Conference papers on the topic "Employee retention"

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Allen, Myria W., Deborah J. Armstrong, Margaret F. Reid, and Cynthia K. Riemenschneider. "IT employee retention." In the special interest group on management information system's 47th annual conference. ACM Press, 2009. http://dx.doi.org/10.1145/1542130.1542148.

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Pavlović, Goran. "EMPLOYER ATTRACTIVENESS AND THE EMPLOYEE TURNOVER AND RETENTION." In 2nd International Scientific Conference. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2018. http://dx.doi.org/10.31410/itema.2018.806.

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Herdy, Roger, Lisa Monaco, Mike Weibert, Bob Jacobs, and Bill Millwood. "Employee Retention: A Success Story." In AIAA SPACE 2008 Conference & Exposition. American Institute of Aeronautics and Astronautics, 2008. http://dx.doi.org/10.2514/6.2008-7632.

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Peng, Baoyi. "Statistical analysis of employee retention." In International Conference on Statistics, Applied Mathematics, and Computing Science (CSAMCS 2021), edited by Ke Chen, Nan Lin, Romeo Meštrović, Teresa A. Oliveira, Fengjie Cen, and Hong-Ming Yin. SPIE, 2022. http://dx.doi.org/10.1117/12.2628107.

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Issa, Lana, Mahdi Alkhatib, Aalaa Al-badarneh, and Abdallah Qusef. "Employee Retention in Agile Project Management." In 2019 10th International Conference on Information and Communication Systems (ICICS). IEEE, 2019. http://dx.doi.org/10.1109/iacs.2019.8809132.

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Chen, Mengjun. "The Effect of Training on Employee Retention." In 2014 International Conference on Global Economy, Commerce and Service Science (GECSS-14). Atlantis Press, 2014. http://dx.doi.org/10.2991/gecss-14.2014.90.

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Rahman, Moshiur, Md Rashedul Islam, Partho Bala, and Abdus Sattar. "Analyzing Employee Retention Factors using Machine Learning." In 2024 Fourth International Conference on Advances in Electrical, Computing, Communication and Sustainable Technologies (ICAECT). IEEE, 2024. http://dx.doi.org/10.1109/icaect60202.2024.10469009.

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Mitravinda, K. M., and Sakshi Shetty. "Employee Attrition: Prediction, Analysis Of Contributory Factors And Recommendations For Employee Retention." In 2022 IEEE International Conference for Women in Innovation, Technology & Entrepreneurship (ICWITE). IEEE, 2022. http://dx.doi.org/10.1109/icwite57052.2022.10176235.

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Dubey, Ritvik, and Gauri Bisht. "Key Result Employee (KRE) Retention: "Entrapping the Mammoth"." In 2009 International Association of Computer Science and Information Technology - Spring Conference. IEEE, 2009. http://dx.doi.org/10.1109/iacsit-sc.2009.80.

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Arlotto, Alessandro, Noah Gans, and Stephen Chick. "Optimal employee retention when inferring unknown learning curves." In 2010 Winter Simulation Conference - (WSC 2010). IEEE, 2010. http://dx.doi.org/10.1109/wsc.2010.5679074.

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Reports on the topic "Employee retention"

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Charles, Kristin. Effects of shift work on employee retention : an examination of job satisfaction, organizational commitment, and stress-based explanations. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.5910.

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Fast, Janet, Andrew Magnaye, Choong Kim, and Jacquie Eales. Employed Caregivers in Canada: Infographic Compilation. The Vanier Institute of the Family, 2023. http://dx.doi.org/10.61959/x190507c.

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In partnership with Research on Aging, Policies and Practice (RAPP). This compilation includes six infographics that each provide insight into various aspects of caregiving and on the value and contributions of family caregivers across Canada. The infographics contained in this resource highlight the significant contributions that employed caregivers make to their families’ wellbeing, workplaces, and society. They also demonstrate how supporting employed caregivers makes good business sense, as flexible work arrangements are associated with talent retention, lower turnover costs, and more.

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Linehan, Margaret, and Corina Sheerin. The Black Ceiling: Employment Experiences of Women of Colour in Southwest Ireland. Munster Technological University, 2023. http://dx.doi.org/10.34719/vuzy6228.

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This report presents valuable insights of the lived experiences of women of colour in the labour market in southwest Ireland. Their voices articulate a perceived double challenge of being both female and persons of colour, challenges not shared by male persons of colour or generally by white persons in organizations. Some of these challenges arise from misunderstandings, unwarranted preconceptions, conscious and unconscious biases, but sometimes from an insensitive blending of racist and misogynist attitudes. The importance of educating the wider labour market, and society in general, to the sensitivities of these employees is apparent from this report. Proactive implementation of positive organizational policies was also espoused by the interviewed employers. These employers recounted how they make extra efforts to make their workplaces more inviting for these employees. As well as reaching out with extra supports to genuinely support the wellbeing of these employees, the employers acknowledge that a better and happier work environment contributes to improved work outcomes, including greater staff retention. This report provides a positive contribution to stakeholders in the overall labour market by highlighting first-hand perspectives of women of colour in employment contexts. As well as contributing to the literature and providing practice-led policy recommendations, this report can usefully be shared by talent management staff and human resource managers during induction training and as a contribution to continual personal development.

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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., & Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., & Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., & Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, & inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056

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Edwards, Wesley, Jacob Kirksey, Kafarra Burden, and Alexis Miller. Keep it Local: Retain More Teachers of Color By Helping Them Work Close to Where They Grew Up. University of North Texas, 2023. http://dx.doi.org/10.12794/untsw.2178703.

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Policy brief sharing results from a study that looked at how new teacher retention patterns are predicted by the distance between the high school the teacher graduated from and the school where they were first employed.

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Jeong, Stephen, Sarah Stawiski, Sol Bukin, and Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.

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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.

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Arnold, Christine Helen, Kathleen Clarke, and Tricia Seifert. Examining the Role of Faculty Subcultures in Perceptions of Student Retention Initiatives. Journal of the Australian and New Zealand Student Services Association, 2023. http://dx.doi.org/10.30688/janzssa.2023-2-08.

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Scholars and practitioners have argued that student success must be a shared responsibility among members of the campus community. Academic and student affairs cultures play imperative roles in the establishment and success of partnerships designed to support student success. However, little is known about the differences within the academic affairs culture that shapes faculty members’ perceptions of such initiatives. Understanding how faculty members perceive student retention efforts is essential in developing a shared responsibility for student success. This research examines the extent to which faculty with various academic ranks (tenured/promoted, tenure track, and non-tenure track/non-promotional), years employed at current institution, and broad disciplinary areas vary in their perceptions of departmental and institutional retention initiatives. Faculty members’ perceptions of these retention initiatives are measured according to awareness of their departments’ and institutions’ academic and co-curricular activities, dedication of resources towards promoting retention, and communication about available support services. Results revealed variations among faculty members in their perceptions of departmental and institutional retention efforts according to the subcultures analysed. Implications for faculty members, student affairs staff members, and administration are considered.

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Carter, Bria, Britney Jacobs, Zohal Shah, and Chioma Aso-Hernandez. Lift Every Voice in Tech: Co-designed Recommendations to Support Black Workers and Learners Seeking to Enter and Advance in Technology Industry Career Pathways. Digital Promise, 2024. http://dx.doi.org/10.51388/20.500.12265/219.

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This report outlines recommendations for technology industry collaborators to improve access to non-four-year degree career pathways and address systemic barriers within the technology learning and workforce ecosystem. It emphasizes the importance of employers and training providers continuously listening to and actively responding to the needs of workers and learners, advocating for collaborative partnerships that include these groups at the core. By focusing on historically excluded communities, such as Black workers, the report aims to 1) facilitate the creation and implementation of accessible pathways to tech careers, 2) promote diverse talent acquisition, retention, and economic progress, and 3) foster inclusive innovation and global competitiveness.

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Godfrey, Jody. Transit Workforce Development Challenges and Mitigation Practices. Mineta Transportation Institute, 2024. http://dx.doi.org/10.31979/mti.2024.2361.

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The objective of this research is to summarize previously conducted research related to workforce development challenges in the transit industry, detailing major findings and subsequent recommendations based on the annotated bibliography of the current atmosphere and most successful ways to mitigate those challenges to attract and retain talent in the transit industry. According to the U.S. Chamber of Commerce, the U.S. had over 10 million job openings and only 5.7 million unemployed workers in March 2023. In 2017, the Washington Post posited that there were not enough workers to fill the vacancies, as the U.S. Census Bureau announced a 17-year low in unemployment while the Bureau of Labor Statistics hit record streaks for numbers of job openings. The COVID-19 pandemic exacerbated the employment challenges that the U.S. already faced. To top it all, the pandemic also led to increased retirement rates among those close to retirement age. This provides transit industry executives and transportation professionals, with ideas of tools that are available to help attract more qualified candidates to the transit industry and ways to advance the development of the transit workforce. This research highlights some of the social media recruiting; online hiring platform improvements; and partnerships with career centers, universities, and recruitment centers to attract new employees to the transit workforce. In addition, increases in pay, benefits, bonuses, providing flexible schedule options and some other atypical ideas have successfully been used to retain workers in the transit workforce. This research focuses on ways in which all transit stakeholders can invest in all aspects of industry workforce development to ensure qualified employees choose the transit industry and that they are subsequently trained to be the most beneficial assets to the organization and remain there via effective retention strategies.

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Calmfors, Lars, and Nora Sánchez Gassen, eds. Economic Policy beyond the Pandemic in the Nordic Countries. Nordregio, 2024. http://dx.doi.org/10.6027/r2024:121403-2503.

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This comprehensive report delves into the economic policy responses of the Nordic countries amidst the tumultuous period marked by the COVID-19 pandemic, the subsequent recovery phase, the energy crisis, and inflation spanning from 2020 to 2023. It provides a critical examination of the macroeconomic strategies employed during these challenging times, highlighting the lessons learned and the effectiveness of different policies. The report raises pivotal questions regarding the outcomes of these policies, their impact on the Nordic economies, and the lessons that these countries can glean from each other's experiences. Key Findings and Highlights: Fiscal Support Measures: The report evaluates the unprecedented fiscal support measures implemented by the Nordic countries during the pandemic. It discusses how these measures, while stabilizing the economies, resulted in overgenerous subsidies to firms, indicating areas for future refinement. Job Retention Schemes: An analysis of job retention schemes reveals their critical role in preserving employment during the pandemic. The report suggests that while effective, these schemes should be designed to avoid hindering necessary structural changes within the economies. Fiscal Policy Challenges: The need for fiscal policies that can stabilize the business cycle, provide household income loss insurance, allow for public investment, and address the needs of an ageing population is emphasized. It argues for debt financing beyond current limits to meet urgent investment needs. Energy Crisis and Green Transition: The energy crisis is examined as a case study in balancing immediate relief with long-term sustainability goals. The report discusses the importance of allowing price mechanisms to encourage the green transition while providing timely support to consumers and businesses. Overall the report underscores the importance of policy adaptability, advocating for economic policies that can swiftly respond to unforeseen crises without compromising long-term fiscal sustainability. It calls for targeted support measures that aid vulnerable households and firms during economic downturns without impeding structural adjustments. Furthermore, it emphasizes the necessity for adequate resources towards active labour market policies, including vocational training and subsidized employment. Facing intricate trade-offs between maintaining robust economic policy frameworks and adapting to new challenges, the Nordic countries stand at a crossroads. The report advocates for a vibrant exchange of policy insights and impacts, stressing the need for adaptable, targeted, and well-resourced economic policies. This report is essential reading for policymakers, economists, and anyone interested in the complexities of economic policy-making in the face of multiple crises. It offers a thorough analysis of the Nordic experience, providing valuable lessons for both the region and beyond.

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