Relevant bibliographies by topics / Recruitment and retention strategies

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Recruitment and retention strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Recruitment and retention strategies"

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Kaur Sodi, Prof Jasbir. "Reviewing Corporate Recruitment, Retention and Training Strategies." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 9–10. http://dx.doi.org/10.15373/2249555x/feb2014/32.

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Stichler, Jaynelle F. "Recruitment and Retention Strategies." AWHONN Lifelines 9, no. 5 (October 2005): 404–7. http://dx.doi.org/10.1177/1091592305283157.

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Gingerich, Barbara Stover. "Staff Recruitment, Retention, and Training Strategies." Home Health Care Management & Practice 19, no. 2 (February 2007): 151–53. http://dx.doi.org/10.1177/1084822306294484.

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Cybulski, Angela, Karen Bell, and Jean Reeder. "Management Strategies for Nursing Recruitment and Retention." Healthcare Quarterly 2, no. 4 (June 15, 1999): 16–22. http://dx.doi.org/10.12927/hcq.1999.16545.

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Williams III, John A., Valerie Hill-Jackson, Cassidy Caldwell, and Cheryl J. Craig. "Teacher Recruitment and Retention: Local Strategies, Global Inspiration." Journal of Teacher Education 73, no. 4 (August 5, 2022): 333–37. http://dx.doi.org/10.1177/00224871221118155.

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Jeffery, B., S. Johnson, and J. Bacsu. "RURAL AGING HEALTH RESEARCH: RECRUITMENT AND RETENTION STRATEGIES." Innovation in Aging 1, suppl_1 (June 30, 2017): 795. http://dx.doi.org/10.1093/geroni/igx004.2878.

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MacMillan, Donna. "Shortage of laboratory professionals: Recruitment and retention strategies." Clinical Microbiology Newsletter 24, no. 9 (May 2002): 65–68. http://dx.doi.org/10.1016/s0196-4399(02)80014-9.

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Birkenstock, Marguerite. "Recruitment and Retention: Strategies for Keeping Good Nurses." AORN Journal 53, no. 1 (January 1991): 110–18. http://dx.doi.org/10.1016/s0001-2092(07)66118-3.

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Caron, Stephen. "Leadership Strategies in Transport Team Recruitment and Retention." Healthcare Quarterly 14, no. 2 (April 26, 2011): 83–87. http://dx.doi.org/10.12927/hcq.2013.22385.

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Rodwell, Mary K., and Marilyn A. Biggerstaff. "Strategies for recruitment and retention of foster families." Children and Youth Services Review 15, no. 5 (January 1993): 403–19. http://dx.doi.org/10.1016/0190-7409(93)90012-x.

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Dissertations / Theses on the topic "Recruitment and retention strategies"

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Burgos, Laura. "Physical therapy recruitment and retention strategies of hospitals in the US." FIU Digital Commons, 1995. http://digitalcommons.fiu.edu/etd/1945.

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Hospitals are seeing a reduction of physical therapy (PT) staff due to increased opportunities and competition. Planning effective recruitment and retention strategies for PTs in hospital settings may play an important role in reducing the problem. The primary purpose of this descriptive research was to compile information on recruitment and retention strategies used for physical therapists working in hospital settings. Four hundred surveys were mailed nationwide to hospital-based physical therapy managers. Strategies most commonly used were: attractive benefit package, interdisciplinary teams, competitive salaries, and student employment. The least used strategies used were: sign-on bonus, incentive pay programs, recruitment and retention committee and temporary staffing. It was concluded that hospital administrators need to analyze current strategies used and future recruitment and retention staffing trends, in order to institute successful strategies appropriate to their departments to effectively recruit and retain their staff.
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Mokoditoa, Jocelyn Molly. "Academic staff recruitment and retention strategies at the University of Limpopo." Thesis, University of Limpopo (Turfloop Campus), 2011. http://hdl.handle.net/10386/393.

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Thesis (MPA)--University of Limpopo, 2011
The paper examines the causes of the high turn-over rate and the non-retention of the academic staff at the University, and come up with possible solutions to curb the problem. The study addresses the factors that affect the academic staff recruitment and retention strategies. The paper further address identification of factors contributing to the high turnover rate of the academic staff at the University of Limpopo, analyze causes of the problems, work on the feedback obtained from interviewees, and make recommendations that will enable the University to come up with possible and implementable strategies for the recruitment and retention of the academic staff. This was evident by the results of the study through the literature review and the interviews held that academic staff recruitment and retention is a problem. It is therefore advisable for the University to take note of the results of this study, and that there should be a turn-around strategy that could be implemented and monitored. The Human Resource department should have a database that tracks the career path of all academic staff, and notify all appointees who are coming up for tenure. This notice could go out at the start of the last but one year before the appointees become eligible for appointment with tenure. The university must develop a culture of reasonable, clearly articulated, and enforced deadlines for processing applications for promotion. Human Resources department have a role to play in the promotion process as well. Access to information about the promotion process can be enhanced by revamping the websites for some of the institutions which are not really helpful in this respect. Relevant documents (e.g., conditions of service, appointment and promotion guidelines, benefits) can then be made accessible via institutional websites in a very organized manner than is currently the case in many universities
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Butler, Christine Kay. "Administrative Strategies to Improve Teacher Recruitment and Retention in Rural Public Schools." Thesis, Lindenwood University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10268552.

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The main purpose of this study was to gain insight into the recruitment and retention strategies popularized due to the need to meet high-quality teacher demands. Additionally, recruitment and retention strategies identified by administrators and tenured teachers working in rural public schools of Missouri as effective were collected through a survey. Administrators, as well as tenured teachers currently on staff in rural public school districts of Missouri, were the population of this study. Among 286 administrators, 95 administrative participants and 33 tenured teachers completed the survey. The survey responses were compared to determine if the administrative point-of-view was similar to that of the teachers involved in the study. The results of the survey indicated commonalities between the strategies administrators and tenured teachers found effective. The top-three mentioned strategies by both administrators and tenured teachers were school culture/climate, administrative support, and small class size. Teachers also indicated the community, skilled coworkers, access to technology, and adequate facilities were important factors in the determination of where they work; all of these factors were deemed of marginal importance or not mentioned by administrators. Those involved in the hiring process should be aware of the factors most important to teachers and shift focus if possible. The community near schools could also be used as a strategy to attract quality teachers and retain them long-term.

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Morris, Cynthia Ann. "Strategies for recruitment and retention of faculty of color in community colleges /." Full text (PDF) from UMI/Dissertation Abstracts International, 2000. http://wwwlib.umi.com/cr/utexas/fullcit?p3004345.

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Luckett, W. K. Jr. "New teacher recruitment, hiring, and retention strategies for the Canton Public School District." Thesis, Mississippi State University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10289747.

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This investigation focused on identifying model foundational strategies to assist Canton Public School District (CPSD) officials in recruiting new teachers, successfully hiring them, and then retaining them the district.

Located within the boundaries of the city of Canton, Mississippi, CSPD is geographically located in the central portion of the state. The district consists of 1 high school, 2 middle schools, 4 elementary schools and Canton Education Services Center.

CSPD is continually affected by an ever-increasing teacher shortage because new teachers tend to leave the district after they are hired. More than 50% of new teachers leave their teaching positions in the district’s schools within 5 years.

The investigation utilized published literature and other archival data (e.g., scholarly papers presented at conferences) accessible to the public in the form of books, chapters in published books, journal articles, and scholarly papers presented at learned societies and associations.

Two research questions guided the investigation. The first research question asked: What does the published literature and related archival data (e.g., available scholarly papers retrievable from sources such as colleges, universities, foundations, conferences, etc.) accessible to the public reveal about recruiting, hiring, and retaining teachers? Overall, the material collected and analyzed yielded abundant information. Much of the available information proved valuable because the material focused attention the “how-to-do-it” aspects of recruiting, hiring, and retaining quality new teachers.

The second research question asked: Will information gleamed from an analysis of the published literature and other archival data (e.g., unpublished scholarly papers) lead to the development of foundational strategies for assisting school district officials in recruiting, hiring, and retaining new teachers for CPSD? It was possible to develop a model holding potential for improving teacher recruitment, hiring, and retention at CPSD.

The model that was developed features seven foundational strategies that if implemented, hold potential for improving teacher recruitment, hiring, and retention at CPSD. The seven strategies are: (1) identify the vacancy and write the job description, (2) announce and advertise the teacher vacancy, (3) develop a customized application form, (4) paper screening process, (5) interviewing process, (6) salary and benefit package, and (7) induction and mentoring.

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Verhovsek, Ester L., Derek R. Slagle, and Randy L. Byington. "Rural versus Urban: Tennessee Health Administrators’ Strategies on Recruitment and Retention for Radiography." Digital Commons @ East Tennessee State University, 2011. http://ispub.com/IJRA/13/1/12143.

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There is a growing interest in understanding recruitment, retention, and turnover of allied health professionals in consideration of employment trends and workforce mobility, an increased need to understand the healthcare delivery system and the dynamic nature of the allied health workforce, especially for rural areas. A survey was sent to allied health administrators across a variety of allied health disciplines from the state of Tennessee hospitals in order to gauge opinions on retention and recruitment strategies. Overall, successful strategies for recruitment and retention of radiography professionals were reported, as well as, differences between urban and rural areas, differences among allied health disciplines, perceptions of strategy effectiveness, and key strategies for rural allied health recruitment.
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Schenck, Keonda Schenck. "Strategies for Addressing Workplace Incivility and Retention in a Healthcare System." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3959.

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Workplace incivility is increasing in prevalence in healthcare organizations. Despite the adverse effects of workplace incivility on employee engagement and voluntary employee turnover, some organizations do not have policies to address workplace incivility among employees. The purpose of this descriptive, single case study was to explore successful strategies leaders at healthcare organizations with 50 or more employees used to reduce workplace incivility and improve employee retention. The spiral theory provided the conceptual framework for the study. Semistructured interviews were held with 2 human resources (HR) professionals and 1 department manager with experience dealing with employee relations and success in retaining healthcare employees within Greenville, South Carolina. Interviews and policies were reviewed, analyzed, and coded for themes and subthemes. To assure the credibility and trustworthiness of the findings, member checking and methodological triangulation were used to verify and compare the interpretations from the interviews and the organization's policies and processes. Among the key themes that emerged were the uniform use of strategies and processes for addressing workplace incivility including consistently communicating and enforcing policies for addressing workplace incivility, using one-on-one communication techniques between managers and employees, and addressing key implementation barriers such as resistance to change. To effect positive social change, HR professionals and department managers in similar organizations can assess the findings' relevance for reducing workplace incivility, reducing employee turnover, and increasing retention for improving the quality of patient care to benefit patients, families, and communities.
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Slagle, Derek Ray. "Rural versus Urban: Tennessee Health Administrators' Strategies on Recruitment and Retention for Allied Health Professionals." Digital Commons @ East Tennessee State University, 2010. https://dc.etsu.edu/etd/1726.

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There is a growing interest in understanding recruitment, retention, and turnover of allied health professionals considering employment trends and workforce mobility, an increased need to understand the healthcare delivery system, and the dynamic nature of the allied health workforce especially for rural areas. A survey was sent to allied health administrators across a variety of allied health disciplines from the state of Tennessee hospitals in order to gauge opinions on retention and recruitment strategies. Overall successful strategies for recruitment and retention of allied health professionals were reported as well as differences between urban and rural areas, differences among allied health disciplines perceptions of strategy effectiveness, and key strategies for rural allied health recruitment.
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Slagle, Derek R., Randy L. Byington, and Ester L. Verhovsek. "Rural Versus Urban: Tennessee Health Administrators’ Strategies on Recruitment and Retention for Allied Health Professionals." Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/2584.

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Due to an increase in the need for allied health professionals, there is a growing interest to assess the allied health workforce and its employment needs. This is especially true in medically underserved rural areas where there is a critical shortage of allied health professionals. A survey was sent to allied health administrators across a variety of allied health disciplines working in Tennessee hospitals in order to gauge opinions on retention and recruitment strategies. Overall successful strategies for recruitment and retention of allied health professionals were reported as well as differences between urban and rural areas, differences of perceptions of strategy effectiveness among allied health disciplines, and key strategies for rural allied health recruitment. Little is known about organizational policies impacting recruitment and retention practices of allied health professionals in Tennessee hospitals. Understanding of this problem is vital to the prevention of a critical shortage of allied health professionals. Therefore, this study sought to compare rural and urban hospital in Tennessee with respect to recruitment and retention needs.
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Small, Kathy S. "Retention Strategies for Medical Technologists: Addressing the Shortages and Vacancies in the Clinical Laboratory." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etd/2299.

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It is important to have well-trained and qualified laboratory professionals. Seventy percent of patient care is based on decisions made from laboratory results, yet there is a growing shortage of medical technologists. Although some baby boomers are delaying retirement, worsening of the shortage crisis is inevitable. Retention of medical technologists has become more important than recruitment. The purpose of this study was to identify and evaluate innovative retention strategies used by clinical laboratory managers throughout the United States. A significant finding of this study was the lack of qualified medical technologists entering the ranks of laboratory managers. This study identified a need for a more defined career path and more recognition of the importance of laboratory scientists. It is recommended that studies be undertaken to examine the opinions of hospital and medical group practice administrators as well as the view of medical technologists regarding retention strategies that are proven to be effective.
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Books on the topic "Recruitment and retention strategies"

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Kearney, Janet E. Minority teacher recruitment and retention strategies. Larchmont, NY: Eye on Education, 2010.

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Minority teacher recruitment and retention strategies. Larchmont, NY: Eye on Education, 2010.

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Finders and keepers: Recruitment and retention strategies. Edmonton, Alta: Alberta Human Resources and Employment, 2003.

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Larson, Sheryl A. Staff recruitment and retention: Study results and intervention strategies. Edited by Lakin K. Charlie, Bruininks Robert H, Braddock David L, and American Association on Mental Retardation. Washington, DC: American Association on Mental Retardation, 1998.

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Saulcy, Sara. Vacancies and recruitment and retention strategies in health care. Casper, WY: Wyoming Dept. of Employment , Research & Planning, 2008.

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Saulcy, Sara. Vacancies and recruitment and retention strategies in health care. Casper, WY: Wyoming Dept. of Employment , Research & Planning, 2008.

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Saulcy, Sara. Vacancies and recruitment and retention strategies in health care. Casper, WY: Wyoming Dept. of Employment , Research & Planning, 2008.

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Dennis, Sherrod, ed. Surviving the nursing shortage: Strategies for recruitment and retention. Marblehead, MA: Opus Communications, 2003.

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Denton, D. Keith. Recruitment, retention, and employee relations: Field-tested strategies for the '90s. Westport, Conn: Quorum Books, 1992.

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Holder-Winfield, Natalie. Exclusion: Strategies for improving diversity in recruitment, retention, and promotion. Chicago, IL: American Bar Association, 2014.

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Book chapters on the topic "Recruitment and retention strategies"

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Glasser, Stephen P. "Recruitment and Retention." In Essentials of Clinical Research, 141–49. Dordrecht: Springer Netherlands, 2008. http://dx.doi.org/10.1007/978-1-4020-8486-7_8.

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Boilen, Sara. "Recruitment and Retention." In Ethics in Rural Psychology, 154–58. New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351007603-19.

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Giannantonio, Cristina M., and Amy E. Hurley-Hanson. "Recruitment Strategies." In Neurodiversity in the Workplace, 60–97. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003023616-3.

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Warin, Jo. "Recruitment, Training and Retention." In Men in Early Childhood Education and Care, 119–38. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-89539-0_7.

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Cheatle, Kelvin, and Richard Pettinger. "Recruitment, selection and retention." In Mastering, 53–76. London: Macmillan Education UK, 2001. http://dx.doi.org/10.1007/978-1-349-91298-8_5.

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Buchman, Craig A. "Recruitment, Retention, and Dismissal." In Management and Leadership Skills for Medical Faculty and Healthcare Executives, 101–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45425-8_11.

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Nadkarni, Mohan, and Ira Helenius. "Faculty Recruitment and Retention." In Leading an Academic Medical Practice, 21–27. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-68267-9_3.

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Fattaah, Pengiran Muda Abdul, Satwinder Singh, and Tamer K. Darwish. "Recruitment, Training, and Retention Practices." In Human Resource Management in an Emerging South Asian Economy, 104–17. New York : Routledge, 2020. | Series: Routledge studies in human resource development: Routledge, 2020. http://dx.doi.org/10.4324/9780429030963-8.

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Crawford II, Jerry. "Recruitment and Retention of Students." In Journalism at Historically Black Colleges and Universities, 97–114. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-97501-2_7.

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Roach, Charlene M. L. "Alternative Recruitment Strategies." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 275–82. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2734.

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Conference papers on the topic "Recruitment and retention strategies"

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Calderón-Guerrero, Carlos, Maria Paz Arraiza, José Vicente López Álvarez, and Florin Ioras. "CURRENT STRATEGIES FOR STUDENT RECRUITMENT AND RETENTION IN FOREST ENGINEERING AND ENVIRONMENTAL-RELATED DEGREES IN MADRID (SPAIN)." In International Technology, Education and Development Conference. IATED, 2016. http://dx.doi.org/10.21125/inted.2016.1828.

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Reichow, J., D. Higgins, S. Parker, J. Childs, ML Disis, and LG Salazar. "Abstract P2-15-02: The efficacy of recruitment and retention strategies for research subjects in an early phase investigator-initiated breast cancer trial." In Abstracts: Thirty-Fifth Annual CTRC‐AACR San Antonio Breast Cancer Symposium‐‐ Dec 4‐8, 2012; San Antonio, TX. American Association for Cancer Research, 2012. http://dx.doi.org/10.1158/0008-5472.sabcs12-p2-15-02.

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"Managing Volunteer Retention Through Socialisation – A Study of Volunteers in an Australian Emergency Service Agency [Abstract]." In InSITE 2018: Informing Science + IT Education Conferences: La Verne California. Informing Science Institute, 2018. http://dx.doi.org/10.28945/4020.

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Aim/Purpose: In many OECD countries, emergency response relies on volunteers, and while emergency incidents are increasing, volunteer numbers are declining. Volunteer turnover occurs at various stages of the volunteering life cycle (i.e., recruitment, training, socialisation, performance, and retirement), the socialisation stage has the greatest impact on organisations, as it occurs after the allocation of resources and training, but before the investment is returned through volunteer performance. There is sparse literature exploring this stage. Background: Addressing the gap, this paper presents a model of volunteer retention, predicting acceptance, social-expulsion, or self-exclusion, based on social fit. Methodology: The model is based on an inductive examination of the processes of volunteer turnover during socialisation of emergency service volunteers. Using a grounded theory approach, focus groups and interviews were conducted with 157 volunteers across seven locations. Contribution: This model contributes to theory by categorising volunteer turnover according to the stages of the volunteering life cycle, and to practice by drawing attention to the need to consider social fit prior to investing in new volunteer training and understanding the role of leadership intervention pre- and post-training. Findings: The study identifies the processes of volunteer turnover and predicts that volunteers either stay or leave based on the level of their social fit. Recommendations for Practitioners: Strategies are developed to guide leaders on the best approaches to maintain and retain volunteer workers in Emergency Service agencies Recommendation for Researchers: The model contributes to theory by providing an empirically based description of the processes involved in volunteer retention and turnover and offers guidelines for increasing volunteer retention in emergency services and other volunteer organisations across Australia and around the world. Impact on Society: Increased retention benefits the emergency service organisation in terms of return on the investment of volunteer training, regarding sustainability of human resources, and in regard to increasing diversity among its volunteers. In turn, this retention also benefits volunteers, and the entire community, as it gains access to a greater number of emergency services providers. Future Research: Future research should focus on recreating this study in other countries and in different emergency service contexts.
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Fleisher, Linda, and Carrie Norbeck. "Abstract A070: Engaging under-represented researchers (UR) in cancer research: Engagement strategies utilized for recruitment and retention in the Geographic Management of Cancer Health Disparities Program (GMaP) Region 4." In Abstracts: Eleventh AACR Conference on The Science of Cancer Health Disparities in Racial/Ethnic Minorities and the Medically Underserved; November 2-5, 2018; New Orleans, LA. American Association for Cancer Research, 2020. http://dx.doi.org/10.1158/1538-7755.disp18-a070.

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D’Sena, Peter. "Decolonising the curriculum. Contemplating academic culture(s), practice and strategies for change." In Learning Connections 2019: Spaces, People, Practice. University College Cork||National Forum for the Enhancement of Teaching and Learning in Higher Education, 2019. http://dx.doi.org/10.33178/lc2019.13.

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In 2015, students at the University of Cape Town called for the statue of Cecil Rhodes, the 19th century British coloniser, to be removed from their campus. Their clarion call, in this increasingly widespread #RhodesMustFall movement, was that for diversity, inclusion and social justice to become a lived reality in higher education (HE), the curriculum has to be ‘decolonised’. (Chantiluke, et al, 2018; Le Grange, 2016) This was to be done by challenging the longstanding, hegemonic Eurocentric production of knowledge and dominant values by accommodating alternative perspectives, epistemologies and content. Moreover, they also called for broader institutional changes: fees must fall, and the recruitment and retention of both students and staff should take better account of cultural diversity rather than working to socially reproduce ‘white privilege’ (Bhambra, et al, 2015) Concerns had long been voiced by both academics and students about curricula dominated by white, capitalist, heterosexual, western worldviews at the expense of the experiences and discourses of those not perceiving themselves as fitting into those mainstream categories (for an Afrocentric perspective, see inter alia, Asante, 1995; Hicks & Holden, 2007) The massification of HE across race and class lines in the past four decades has fuelled these debates; consequentially, the ‘fitness’ of curricula across disciplines are increasingly being questioned. Student representative bodies have also voiced the deeper concern that many pedagogic practices and assessment techniques in university systems serve to reproduce society’s broader inequalities. Certainly, in the UK, recent in-depth research has indicated that the outcomes of inequity are both multifaceted and tangible, with, for example, graduating students from Black, Asian and Minority Ethnic (BAME) backgrounds only receiving half as many ‘good’ (first class and upper second) degree classifications as their white counterparts (RHS, 2018). As a consequence of such findings and reports, the momentum for discussing the issues around diversifying and decolonising the university has gathered pace. Importantly, however, as the case and arguments have been expressed not only through peer reviewed articles and reports published by learned societies, but also in the popular press, the core issues have become more accessible than most academic debates and more readily discussed by both teachers and learners (Arday and Mirza, 2018; RHS, 2018). Hence, more recently, findings about the attainment/awarding gap have been taken seriously and given prominence by both Universities UK and the National Union of Students, though their shared conclusion is that radical (though yet to be determined) steps are needed if any movements or campaigns, such as #closingthegap are to find any success. (Universities UK, 2019; NUS, 2016; Shay, 2016)
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Davis, Janet. "Session details: Recruitment and retention." In SIGCSE '11: The 42nd ACM Technical Symposium on Computer Science Education. New York, NY, USA: ACM, 2011. http://dx.doi.org/10.1145/3258444.

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Mahajan, Sachin A. "Recruitment And Retention Of Expat Staff." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2008. http://dx.doi.org/10.2523/12428-ms.

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Mahajan, S. "Recruitment and Retention of Expat Staff." In IPTC 2008: International Petroleum Technology Conference. European Association of Geoscientists & Engineers, 2008. http://dx.doi.org/10.3997/2214-4609-pdb.148.iptc12428.

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Soileau, M. J. ""Recruitment And Retention Of Optics Faculty"." In 32nd Annual Technical Symposium. SPIE, 1989. http://dx.doi.org/10.1117/12.948602.

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Mahajan, Sachin. "Recruitment and Retention of Expat Staff." In International Petroleum Technology Conference. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2523/iptc-12428-ms.

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Reports on the topic "Recruitment and retention strategies"

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Phillips, Michael, Charles Rodes, Jonathan Thornburg, Roy Whitmore, Alan Vette, and Ronald Williams. Recruitment and Retention Strategies for Environmental Exposure Studies: Lessons from the Detroit Exposure and Aerosol Research Study. RTI Press, November 2010. http://dx.doi.org/10.3768/rtipress.2010.mr.0021.1011.

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Sendanyoye, Claudia, Steven Sebastian, S. Petrie, Dean B. Carson, and Paul A. Peters. Recruitment and Retention of Rural Physicians. Spatial Determinants of Health Lab, Carleton University, July 2019. http://dx.doi.org/10.22215/sdhlab/2019.1.

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Ingersoll, Richard, and Henry May. Recruitment, Retention, and the Minority Teacher Shortage. Consortium for Policy Research in Education, September 2011. http://dx.doi.org/10.12698/cpre.2011.rr69.

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Sendanyoye, C., S. Steven, S. Petrie, D. B. Carson, and Paul A. Peters. Infographic: Recruitment and Retention of Rural Physicians. Spatial Determinants of Health Lab, Carleton University, July 2019. http://dx.doi.org/10.22215/sdhlab/kt/2019.1.

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McCrory, Robert A., and Jr. Recruitment & Retention: Targeting The Right Generations. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada420596.

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Dettbarn, John L., Dahut Jr., Selman Karen M., and John R. A Statistical Analysis of Recruitment and Retention. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada393250.

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Turnley, William H. The Role of Psychological Contracts in Recruitment and Retention. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada410111.

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Lopez, Maria I. Educational Assistance for Recruitment and Retention: Enabling an Operational Reserve. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada479786.

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Penje, Oskar, and Anna Berlina. Recruitment and retention in the welfare sector: Nordic good practice. Nordregio, February 2021. http://dx.doi.org/10.6027/pb2021:1.2001-3876.

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Abstract:
The Nordic welfare sector is facing significant challenges when it comes to providing effective social care services. While the demand for services for a rapidly growing elderly population is constantly increasing, the workforce delivering social care services is shrinking, with many workers reaching retirement age. Tackling the challenges related to recruitment and retention of qualified staff – and developing innovative approaches to the delivery of social care services – is becoming increasingly urgent, particularly in rural and sparsely populated areas (SPAs). This policy brief gives an overview of examples across the Nordic Region aimed at tackling these resource challenges and exploring innovative ways of organising and delivering social care services in rural areas and SPAs. It is based on a desk study funded by the Nordic Welfare Centre (see more about this on the last page).
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Yates, Archer Jr M. Impacts of National Economic Conditions on Air Force Reserve Recruitment, Retention, and Participation. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ad1018857.

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