Relevant bibliographies by topics / Retaining talent

Contents

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

Academic literature on the topic 'Retaining talent'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 July 2025

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Journal articles on the topic "Retaining talent"

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S. Harvey, William. "Winning the global talent war." Journal of Chinese Human Resource Management 5, no. 1 (2014): 62–74. http://dx.doi.org/10.1108/jchrm-01-2014-0003.

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Purpose – The purpose of this article was to discuss the phenomenon of international talent mobility and competition in relation to China's engagement in the “talent war” for attracting, retaining and managing global talents, from a policy perspective. Design/methodology/approach – The author adopts an approach combining literature review and international comparative analysis. Findings – Factors explaining global talent mobility have been predominantly economic. This paper argues that China should also focus on other critical non-economic aspects for attracting and retaining talents in the lo
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O'Halloran, Robert M., and Kyle Smith. "Retaining Management Talent." Journal of Hospitality & Tourism Cases 6, no. 2 (2017): 88–95. http://dx.doi.org/10.1177/216499871700600209.

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Thapa, Makshindra. "Effect of talent management practices on talent retention in higher educational institutions of Nepal." Journal of Nepalese Management Academia 1, no. 1 (2023): 27–36. http://dx.doi.org/10.3126/jnma.v1i1.62030.

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This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to descr
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Anandaram, Sanjay. "Attracting and Retaining Talent." NHRD Network Journal 1, no. 3 (2007): 33–35. http://dx.doi.org/10.1177/0974173920070309.

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Čizmić, Elvir, and Azra Ahmić. "The influence of talent management on organisational performance in Bosnia & Herzegovina as a developing country." Management 26, no. 1 (2021): 129–47. http://dx.doi.org/10.30924/mjcmi.26.1.8.

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In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzego
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Ali Rawshdeh, Zainab, Zaher Zain, and Ida Rosnita Ismail. "The Influence of Socially Responsible-HRM Practices on Retaining Talents." International Journal of Engineering & Technology 7, no. 3.30 (2018): 384. http://dx.doi.org/10.14419/ijet.v7i3.30.18338.

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Corporate Social Responsibility (CSR) and Talent Management (TM) are at pivotal point in their development. However, the absence of rigorous studies that explore the relationship between Talent Retention and dimensions of CSR in the literature is surprising. Thus, the attempt of current research is to address this gap in the literature, by studying the effect of Socially Responsible Human Resource Management (HRM) practices on talent retention. And to contribute to the body of the literature by providing further insights about the importance of CSR to TM. Also, by adopting Socially Responsible
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France, Debra Ricker, Marilyn Leahy, and Mary Parsons. "Attracting, Developing and Retaining Talent." Research-Technology Management 52, no. 6 (2009): 33–44. http://dx.doi.org/10.1080/08956308.2009.11657598.

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Hamid, Aditia Putra, Yanuar Zulardiansyah Arief, Brainvendra Widi Dionova, and Rosyid Ridlo Al-Hakim. "A Fuzzy Expert System for Talent Pool Management in Indonesia." A Fuzzy Expert System for Talent Pool Management in Indonesia 1, Vol. 1 No. 2 (2023): July 2023 (2024): 12. https://doi.org/10.59890/ijma.v1i2.73.

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Addressing the VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) situation, one of the company's strategies is to design a talent management strategy program to identify talent needs based on the company's vision, mission, strategy, and values. Talent is the knowledge and abilities possessed by a person relevant to the company's needs, supporting the company's goals and strategies. The company has a system that designs and manages the talents of its employees to acquire and retain their employees, namely talent management (TM). Talent management is an organizational scheme that systema
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Alrianti, Alvina, and Muhamad Ekhsan. "The role of talent management and employee engagement on employee retention mediated by job satisfaction." Jurnal Manajemen Bisnis dan Kewirausahaan 8, no. 4 (2024): 958–69. http://dx.doi.org/10.24912/jmbk.v8i4.29525.

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Retaining talented employees must be done to compete in the industrial world. The implementation of talent management is the company's effort in retaining its employees. In addition, fostering a sense of employee attachment to the company is also a strategy in retaining employees. The aim is to determine the effect of talent management and employee engagement on employee retention mediated by job satisfaction. The population is employees who work in electronics companies in the EJIP Cikarang industrial area. 90 respondents were used as samples with the sampling technique, namely the simple ran
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Liu, Xu. "Research on the Impact of Technological Talent Loss in High tech Enterprises on the Construction of Enterprise Talent Teams." Frontiers in Business, Economics and Management 9, no. 1 (2023): 99–102. http://dx.doi.org/10.54097/fbem.v9i1.8401.

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Talent is a key factor driving profit growth and the core capital of enterprises. Therefore, attracting and retaining talent is crucial for enterprises. However, against the backdrop of a shortage of talent, a large-scale wave of talent mobility has emerged. The consequence is that talent flows frequently between enterprises, accelerating the turnover of talent, resulting in a proportional loss of funds and resources, which affects the survival and development of the enterprise. Therefore, this article studies the impact of technological talent loss in high-tech enterprises on the construction
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Dissertations / Theses on the topic "Retaining talent"

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Gerges, David, and Magnus Sonander. "Retaining Talent in Knowledge Intensive Organizations." Thesis, Linköping University, Department of Management and Economics, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2134.

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<p>Background: Recruitment and development of employees is a large burden for companies in most industries. Because of this, there is a clear organizational imperative to attract and retain knowledge workers since these constitute an important resource, especially for knowledge intensive organizations. A decisive factor for success is thus to retain and develop this vital resource in order to upgrade and sustain competitive advantage. </p><p>Purpose: The purpose of this thesis is to investigate what internal determinants and structures might be needed for knowledge intensive organizations to e
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Nwoye, Chizoba C. "Retaining Employees After Downsizing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3713.

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Oil and gas industry business leaders who fail to implement adequate talent retention strategies experience reduced profits and sustainability challenges. During the first 2 years following downsizing, 67% of organizations using excuse-based downsizing reflected reduced sales and profitability, and 11% of such organizations experienced financial losses. The purpose of this multiple case study was to explore the strategies that successful Calgary medium size oil and gas businesses implemented to retain talented employees after downsizing. The population for the study included business leaders o
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Thomas, Gethin Llewellyn. "Introducing children to Rugby Union : retaining players and developing talent." Thesis, University of Exeter, 2013. http://hdl.handle.net/10871/14131.

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The design of age-appropriate organized activities has become a key issue for National Governing Bodies when introducing children to organized competitive games during childhood. For the Rugby Football Union, the complexity, physicality and structure of adult rugby union provides unique challenges when introducing children to organized mini rugby games. Although organized competitive team games are one of the key childhood developmental activities in sport, empirical research examining the development of this type of activity is sparse. A mixed methods convergent parallel research design was u
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Allman, III Walter H., Jonathan M. Fussell, and Marty D. Timmons. "High Value Talent: Identifying, Developing, and Retaining Naval Special Warfare's Best Leaders." Thesis, Monterey, California. Naval Postgraduate School, 2012. http://hdl.handle.net/10945/7301.

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Despite U.S. Special Operations Forces (USSOF) having the most combat experienced units in its history, Naval Special Warfare (NSW) faces a significant mid-grade officer retention problem. This thesis draws on interviews with CEOs and other senior leaders from over 40 private sector companies. Its overall aim is to help improve NSWs ability to retain the very best officersthose leaders who have the talent and expertise to keep NSW/USSOF one-step ahead of future threats. Three key findings are developing and retaining talent is hard work for any organization, and requires substantial effort by
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Reese, Teresa. "Retaining Talent: Retention Factors of P-12 Teachers in a Southern Metropolitan City." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 2019. http://digitalcommons.auctr.edu/cauetds/173.

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This mixed-method study examined factors that influence the retention of P-12 teachers in a southern metropolitan city. Although people are transitioning into P-12 education from nontradition pathways; teacher retention remains a critical concern. The retention of highly qualified teachers, academic achievement, employee morale and the expense of teacher recruitment are a few reasons to identify factors that support the retention of P-12 teachers. The following variables were examined in the research as possible retention factors associated with teacher retention: administrative support, class
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Pecháčková, Marcela. "Talent Management v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-199074.

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This master thesis focuses on actual topic of talent management. The thesis is divided into two parts, theoretic and practical one. The first one covers basic terms of talent management, evaluation, development and motivation, career management and retention of talented employees within company. In order to obtain necessary information secondary data were used. In second part there is an analysis of current state of human resources management in the company. The analysis is based on empiric research which consists of interviews with concerned people in company management and investigation of i
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Chen, Shih-hwa James. "Building employee value proposition for attracting and retaining talent in large organisations in South Africa." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1016056.

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Globalisation of businesses and the advancement of information technology have changed the way employees think, live and behave. As a result, some of the traditional theories and models on talent management have been tested, and to some extent, challenged. Companies large and small must be creative, responsive and ready to let go outdated management practices when challenged by new paradigms to improve competitiveness and alignment to market needs. In the current climate of widespread skill shortages and declining workforce numbers, large organisations continue to wrestle with appropriate mana
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Chan, David Tai Wai. "David versus Goliath : challenges of recruiting and retaining key talent in entrepreneurial, high-technology settings." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/105017.

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Larsson, Louise. "The Supervisor's Role in Retaining Young University Graduate Talent : A Case Study within the Swedish Automotive Industry." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-300443.

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Worldwide, employee turnover has been and remains a concern for organizations. Previous research has shown that the loss of a valuable employee creates both tangible and intangible costs for companies, and organizations are therefore forced to focus their efforts on employee retention. Previous research has also shown that university graduates have capabilities that are of value in industries going through transformation, and that supervisors, i.e., employees with personnel responsibility, play an important role in the retention of this type of employee.  The purpose of this qualitative single
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Knox, Heather Joy. "Attracting and retaining talent: identifying employee value proposition (EVP) drivers of attraction and retention in the South African labour market." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020065.

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Rapid changes in the business environment as a result of globalisation, mergers and acquisitions, skills shortages and demographic changes in the workplace have led to a greater realisation of the importance of talent management and its role in ensuring a sustainable and successful organisation. Attracting and retaining talent has become one of the most important activities for organisations in order to ensure their competitive advantage. Companies must now differentiate themselves from competitors by offering current and potential employees an employment offering that they value. The employee
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Books on the topic "Retaining talent"

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Baker, Tim. Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754.

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Jenner, Shirley. Recruiting, developing and retaining graduate talent. Financial Times, 2000.

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Bradshaw, Laura. Strategies for obtaining & retaining scarce talent at Chase Manhattan. Information Management Forum, 1997.

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Lunn, Terry. The talent factor: Key strategies for recruiting, rewarding and retaining top performers. Kogan Page, 1992.

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Lyle, David S. (David Stephen), 1971-, Colarusso Michael J, and Army War College (U.S.). Strategic Studies Institute, eds. Retaining Talent (Volume 3): Towards a U.S. Army Officer Corps Strategy for Success. Strategic Studies Institute, U.S. Army War College, 2009.

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Brantley, Mary Ellen. Winning the technology talent war: A manager's guide to recruiting and retaining tech workers in a dot-com world. McGraw-Hill, 2001.

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Center, American Productivity &. Quality. Recruiting and Retaining IT Talent. Amer Productivity Center, 2000.

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The Keys to Motivating & Retaining Talent. Keygroup, 2003.

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Johnson, Mike. Building & retaining global talent: Towards 2002. Economist Intelligence Unit, 1998.

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Egan, Kimberly E., and Derrick R. Barton. Engaging and Retaining Employee Talent Retention Cards. Center for Talent Retention, 2006.

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Book chapters on the topic "Retaining talent"

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Sutton, Anna. "Developing and Retaining Talent." In Work Psychology in Action. Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-30231-1_3.

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Whitaker, Todd, Beth Whitaker, and Jeffrey Zoul. "Recruiting and Retaining Talent." In Study Guide: What Great Principals Do Differently. Eye on Education, 2020. http://dx.doi.org/10.4324/9781003091608-17.

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Butler, Michael, and Jacob G. Oakley. "Finding and Retaining Talent." In The Business of Hacking. Apress, 2024. http://dx.doi.org/10.1007/979-8-8688-0174-7_3.

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Whitaker, Todd. "Recruiting and Retaining Talent." In What Great Principals Do Differently. Eye on Education, 2020. http://dx.doi.org/10.4324/9780429325991-9.

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Baker, Tim. "Introduction." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_1.

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Baker, Tim. "Engaging Hearts and Minds." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_10.

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Baker, Tim. "Committing to the Cause." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_11.

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Baker, Tim. "Three-dimensional Learning." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_12.

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Baker, Tim. "Overcoming the Initiative Paradox." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_13.

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Baker, Tim. "The Corporate Culture Change Cycle." In Attracting and Retaining Talent. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137411754_14.

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Conference papers on the topic "Retaining talent"

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Gričnik, Ana Marija, Simona Šarotar Žižek, Branka Zolak Poljašević, and Kristina Črnjar. "TALENT MANAGEMENT IN THE AGE OF DIGITAL TRANSFORMATION AND CHANGES IN THE WORKFORCE CHARACTERISTICS." In Tourism and Hospitality Industry: Trends and Challenges. University of Rijeka, Faculty of Tourism and Hospitality Management, 2024. http://dx.doi.org/10.20867/thi.27.25.

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In contemporary business environment many organizations are faced with HRM challenges, including the problem of attracting and retaining talented individuals. Some of the more significant reasons of this issue are related to the liberalization of the labour market in global frameworks and changes in the characteristics of the workforce. The upcoming generation of professionals has a different attitude towards work. They want greater autonomy, flexibility, the possibility of career advancement and identification with the company’s values and culture. For young professionals, technology is an in
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Owens, Dawn, and Deepak Khazanchi. "Best Practices for Retaining Global IT Talent." In 2011 44th Hawaii International Conference on System Sciences (HICSS 2011). IEEE, 2011. http://dx.doi.org/10.1109/hicss.2011.79.

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Alkhalaf, A. H., A. Zaballero, and R. A. Alzahmi. "Talent Pipeline Management: Attracting, Developing, and Retaining Talents to Meet Future Drilling Challenges." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/177957-ms.

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Phadke, Ghanashyam, Aryan Chadha, Haider Bharmal, and Sahil Pathare. "Understanding and Managing Employee Attrition: Strategies for Retaining Talent." In 2023 6th International Conference on Advances in Science and Technology (ICAST). IEEE, 2023. http://dx.doi.org/10.1109/icast59062.2023.10455020.

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Janssen, Theresa, Natascha Strenger, Sulamith Frerich, and Franz Peters. "Retaining talent, addressing diverse requirements: Academic writing for engineering students." In 2015 IEEE Global Engineering Education Conference (EDUCON). IEEE, 2015. http://dx.doi.org/10.1109/educon.2015.7095945.

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Zengeya, Theressa Madzingesu, Gregory Alexander, and Desiree Pearl Larey. "CONSIDERATIONS OF TALENT MANAGEMENT IN RETENTION OF ACADEMICS IN THE NATIONAL UNIVERSITY OF LESOTHO." In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end127.

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The aim of the study was to examine the contribution of talent management practices at the National University of Lesotho in the retention of talented academics. The university has immense competition within the local, regional and international labour market. It isthreatened by high mobility and low retention of highly qualified staff, which has affected the quality of learning, especially postgraduate programmes. The study employed Bourdieu’s social theory and Adam’s theory of equity as a theoretical lens to understand talent management practices to retain talented academics. Bourdieu’s theo
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Wunder, Ana Katiussa. "THE INFLUENCE OF DISRUPTIVE LEADERSHIP ON TALENT RETENTION." In I Congresso Internacional Multidisciplinar (I CIM). New Science Publishers, 2024. http://dx.doi.org/10.56238/i-cim-020.

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Industry 4.0 brought technological innovations and a lot of automation to processes. In contrast, there was a need for company employees to adapt to the situations. In view of this scenario, companies face great challenges in attracting and retaining qualified talent to fill positions in the 4.0 Era. A concept that has been gaining ground in the organizational environment is disruptive leadership, which encourages adaptability and innovation (Magaldi and Neto, 2022).
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Howes, Megan, and Becky Long. "Solar Ready Vets: Recruiting and Retaining Military Talent in the Solar Workforce." In Solar Power International, Microconference: Regulatory Innovation and Policy Drivers. US DOE, 2020. http://dx.doi.org/10.2172/1671334.

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Taechasapasith, T., and N. Silakorn. "Systematic Talent Management & Succession Planning." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216818-ms.

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Abstract This paper demonstrates how systematic Succession Planning is important to PTTEP business especially when we operate over 50 petroleum exploration, development, and production projects in more than 10 countries across several regions with the primary focus on Southeast Asia and the Middle East as well as other petroleum-prolific areas displaying investment opportunities, both E&amp;P and beyond E&amp;P businesses. It ensures that all critical positions are occupied continuously and gains more engagement from the PTTEP talent pool. In 2020, Succession Planning became one of the KPIs am
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MARIN, Radu. "Boosting job satisfaction for talent management efficiency and reducing intentional turnover intention – a literature review." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.029.

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Organizations confronted with the challenges of globalization and the development of a global labor market, with an economic environment in a permanent change, in which information and technological knowledge evolve and become obsolete very rapidly, must face these new challenges to maintain competitiveness and efficiency. In the knowledge economy, competitive advantage is based on recruitment, training, retaining talented employees, and maintaining increased job satisfaction, some of the most critical aspects contributing to keeping valuable employees within the organization. Job satisfaction
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Reports on the topic "Retaining talent"

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Peavie, Barrett K. Retaining Talent for Army 2020: Overcoming Institutional Barriers. Defense Technical Information Center, 2012. http://dx.doi.org/10.21236/ada561839.

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Perlow, Jason, and Stephen Hendrick. 2023 State of Tech Talent Report: Acquiring and Retaining Technical Talent in 2023. The Linux Foundation, 2023. https://doi.org/10.70828/dvre8960.

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Linux Foundation Research partnered with LF Training and Certification for its annual talent report, this time from the perspective of hiring managers. As we enter a period of economic uncertainty, this report assesses the current state of technology talent acquisition and retention around the world, illuminating what has been and will continue to be impacted when it comes to hiring for technical roles. Findings from the survey communicate growing interest in upskilling, training, and pre-employment certification as hiring priorities shift and there is increased pressure to place the right tal
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Zwetsloot, Remco. Keeping Top AI Talent in the United States. Center for Security and Emerging Technology, 2019. http://dx.doi.org/10.51593/20190007.

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Talent is core to U.S. competitiveness in artificial intelligence, and international graduate students are a large source of AI talent for the United States. Retaining them in this country as they transition into the workforce is key. Graduate student retention has historically been a core U.S. strength, but that strength is endangered by recent events.
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Huang, Tina, and Zachary Arnold. Immigration Policy and the Global Competition for AI Talent. Center for Security and Emerging Technology, 2020. http://dx.doi.org/10.51593/20190024.

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Current immigration policies may undermine the historic strength of the United States in attracting and retaining international AI talent. This report examines the immigration policies of four U.S. economic competitor nations—the United Kingdom, Canada, France, and Australia—to offer best practices for ensuring future AI competitiveness.
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Carter, Bria, Brian Tinsley, Christina Luke Luna, Jhacole LeGrand-Dunn, and Zohal Shah. Understanding the Supports and Skills that Enable Successful Pathways for Black Learners and Workers into Non-Four-Year Degree Technology Careers: A Landscape Scan. Digital Promise, 2023. http://dx.doi.org/10.51388/20.500.12265/189.

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While diversity within the technology industry has been critical for developing robust and creative technology solutions, recruiting and retaining diverse tech talent in today’s society has been a challenge worldwide, especially for Black learners and workers. Subsequently, the technology field is left lacking in diversity of thought and perspective among technology industry practitioners and leaders. By examining peer-reviewed journal articles, statistical data from research reports, and website material from professional associations, this landscape scan synthesizes existing research and cur
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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 o
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Leithwood, Kenneth, Qing Gu, Sofia Eleftheriadou, and Lisa Baines. Developing and Retaining Talented Mentors. UCL (University College London), 2024. https://doi.org/10.14324/000.rp.10188153.

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Chauhan, Priyanshi, and Ria Sinha. Bridging Perspectives: Innovative Finance Insights from India. Indian School Of Development Management, 2023. http://dx.doi.org/10.58178/2309.1026.

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This case study engages with the journey of Dhwani Rural Information Systems, a social enterprise that traces its earliest origins back to 2012. Founded by the duo of Sunandan Madan and Swapnil Aggarwal – engineers by training who met while studying for a postgraduate course at the Institute of Rural Management Anand (IRMA) – Dhwani since its inception has been trying to help a range of social sector organizations effectively integrate technology without disrupting the core ways in which these organizations work. Notably, it has been amongst one of the early enterprises in the sector which has
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Rao, Menaka, Shantanu Menon, and Kushagra Merchant. Dhwani Rural Information Systems: Bridgnig the Technological divide. Indian School Of Development Management, 2023. http://dx.doi.org/10.58178/2306.1025.

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This case study engages with the journey of Dhwani Rural Information Systems, a social enterprise that traces its earliest origins back to 2012. Founded by the duo of Sunandan Madan and Swapnil Aggarwal – engineers by training who met while studying for a postgraduate course at the Institute of Rural Management Anand (IRMA) – Dhwani since its inception has been trying to help a range of social sector organizations effectively integrate technology without disrupting the core ways in which these organizations work. Notably, it has been amongst one of the early enterprises in the sector which has
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Sereni, Alessandro. The crucial role of international student support experts: Creative initiatives empowering international students at the University of Adelaide. Journal of the Australian and New Zealand Student Services Association, 2024. http://dx.doi.org/10.30688/janzssa.2024-2-09.

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This paper advocates for the role of “international student support experts” in Australian higher education by showcasing four creative, cost-effective initiatives developed by the University of Adelaide’s International Student Support team. These initiatives address the nuanced needs of international students, countering the trend towards centralised support models that may overlook their specific circumstances. The first initiative is a dynamic online space on the University’s Canvas learning management system (LMS), “MyUni”, offering essential resources, community-building activities, and a
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