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Relevant bibliographies by topics / Strategic workforce management

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Academic literature on the topic 'Strategic workforce management'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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Journal articles on the topic "Strategic workforce management"

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Valentine, John A. "Strategic Management and Health Workforce Policy." Journal of Health and Human Services Administration 23, no. 3 (2000): 361–78. http://dx.doi.org/10.1177/107937390002300306.

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Among the many consequences of health care restructuring is the impact such changes have on the training requirements for the health professions. Since workforce planning has been difficult and sometimes controversial in relatively stable times, it is likely to be even more problematic amid the turbulent changes ahead as the U.S. health care system restructures for the 21 century. Strategic management models emphasizing stakeholder involvement offer a middle ground between the extremes of government mandates and free markets by engaging a variety of participants with a stake in the planning ou

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Martín Alcázar, Fernando, Pedro Miguel Romero Fernández, and Gonzalo Sánchez Gardey. "Workforce diversity in strategic human resource management models." Cross Cultural Management: An International Journal 20, no. 1 (2013): 39–49. http://dx.doi.org/10.1108/13527601311296247.

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Jaillet, Patrick, Gar Goei Loke, and Melvyn Sim. "Strategic Workforce Planning Under Uncertainty." Operations Research 70, no. 2 (2022): 1042–65. http://dx.doi.org/10.1287/opre.2021.2183.

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A new study in the INFORMS journal Operations Research proposes a data-driven model for conducting strategic workforce planning in organizations. The model optimizes for recruitment and promotions by balancing the risks of not meeting headcount, budget, and productivity constraints, while keeping within a prescribed organizational structure. Analysis using the model indicates that there are increased workforce risks faced by organizations that are not in a state of growth or organizations that face limitations to organizational renewal (such as bureaucracies).

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Cleary, Brenda, Rebecca Rice, Mary Lou Brunell, et al. "Strategic State-level Nursing Workforce Initiatives." Nursing Administration Quarterly 29, no. 2 (2005): 162–70. http://dx.doi.org/10.1097/00006216-200504000-00011.

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Researcher. "ENHANCING WORKFORCE AGILITY THROUGH ORACLE HCM CLOUD: A STRATEGIC ANALYSIS." International Journal of Computer Engineering and Technology (IJCET) 15, no. 6 (2024): 464–74. https://doi.org/10.5281/zenodo.14178530.

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This comprehensive article examines the transformative impact of Oracle HCM Cloud on workforce agility and organizational effectiveness in the contemporary business landscape. The article investigates the platform's role in enabling adaptive workforce planning, technological innovation, and remote work transformation across various industries. Through detailed analysis of implementation methodologies, industry-specific applications, and AI-enhanced decision-making capabilities, the article reveals significant improvements in operational efficiency, employee engagement, and strategic workforce

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Koval, Viktor, Yaroslav Kichuk, Tetiana Kornieieva, Tetiana Metil, Viktoriia Udovychenko, and Olha Soloviova. "Sustainable Behaviour Management in the Strategic Development of Circular Economy Businesses." International Journal of Mathematical, Engineering and Management Sciences 10, no. 1 (2025): 113–28. https://doi.org/10.33889/ijmems.2025.10.1.007.

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The study aims to identify the direction of sustainable management of business behaviour in the strategic development of a circular economy. It determines ways of transforming businesses towards sustainable development after assessing the relevant environmental issues. The analysis was carried out on indicators such as the participation of the EU workforce in education and training, as well as trends in independent learning and funding mechanisms. The growing inclination of the EU workforce to engage in informal education (6.6% in 2022 compared with 2020) indicates significant business prospec

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Nishit, Dhilen Mehta. "Artificial Intelligence Powered Workforce Planning - The Future of Strategic Human Resource Management." International Journal for Scientific Research and Development 12, no. 7 (2025): 68–71. https://doi.org/10.5281/zenodo.14964145.

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Artificial Intelligence (AI) is revolutionizing various industries, Human Resources being one of them. Many organisations have started integrating AI solutions in their workforce strategies and are seeing impressive results. AI can be implemented at any and every stage of workforce lifecycle, beginning from workforce planning to talent management, employee retention, employee satisfaction, general employee management and onboarding/offboarding. AI can be used to build frameworks, strategies and guide autonomous decision making based on inputs from various disparate sources – including in

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Amany, Sameulhaq, and Abdul Jamil Sharify. "Strategic Advancements in Human Resource Management: Optimizing Workforce Excellence." Acta Globalis Humanitatis et Linguarum 2, no. 2 (2025): 194–202. https://doi.org/10.69760/aghel.025002108.

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Maintaining competent and professional employees is one of the important missions of human resource management. This human resource management system is partly related to strengthening the body of employees and partly to strengthening the spirit of employees' interest in the work and the work environment. Because one of the key factors for the success of organizations is competent human resources and their optimal use. To achieve this goal, employees must have a high level of satisfaction, which is one of the main factors of occupational safety satisfaction, and one of the pillars of occupatio

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Reddy, Mr Reddy Sarveswara. "Dr.K V Subba Reddy School of Business Management." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 06 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem36129.

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This study explores the integration of digital technologies and strategic human resource (HR) practices to manage and develop the workforce in alignment with the evolving digital landscape. As organizations increasingly adopt digital transformation initiatives, HR functions must adapt to leverage technological advancements for enhanced efficiency and effectiveness. The research investigates key areas such as automation, artificial intelligence (AI), cloud-based HR systems, and people analytics, examining their impact on traditional HR processes including recruitment, on boarding, performance e

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Tamronglak, Amporn. "Strategic workforce planning for Thailand public sector." International Journal of Public Sector Performance Management 5, no. 1 (2019): 6. http://dx.doi.org/10.1504/ijpspm.2019.10017033.

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Dissertations / Theses on the topic "Strategic workforce management"

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Mundschenk, Martin [Verfasser]. "Strategic planning of a heterogenous workforce / Martin Mundschenk." Kiel : Universitätsbibliothek Kiel, 2010. http://d-nb.info/1019951451/34.

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Baartvedt, Nicoline. "Talent management as a strategic priority for competitive advantage. : A qualitative case study on talent management implementation within a Multinational Company." Thesis, Umeå universitet, Pedagogiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-86472.

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Talent management has become a management priority among business leaders as a result of the transition from a commodity to a knowledge-based economy. Organizations are entering a new era affected by demographical challenges, increased globalization and a generation shift in the labor market that forces organizations to rethink how they attract, develop and retain talented employees. Research predicts that there will be a shortage on labor as a result of the baby boomers retirement in the coming years. Talent management strategies and processes linked to the business strategy is a key to organ

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Pierre, Markey W. "Recruitment Strategies for Manufacturers in Northwest Louisiana." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3362.

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Acquiring information about successful human resources strategies that help to effectively recruit skilled labor is critical for manufacturers. Manufacturing is the backbone of the United States, yet 6 of 10 skilled labor jobs are unfilled because traditional methods and strategies used by human resource leaders to recruit are inadequate. Guided through the lens of strategic human resource management and using the concepts and views of resource-based theory, the purpose of this multiple case study was to explore strategies that manufacturing human resource professionals use to successfully rec

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Ross, Peter, and n/a. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Griffith University. Graduate School of Management, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030930.155125.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to thes

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Ross, Peter. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Thesis, Griffith University, 2003. http://hdl.handle.net/10072/367438.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to thes

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Cornelius, Avon Donnell. "Strategies for Motivating a Multigenerational Workforce." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5314.

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The multigenerational workforce creates leadership challenges for business managers, and the members of each generational group have different factors that motivate them. Failure to motivate a multigenerational workforce can lead to decreased productivity, increased absenteeism, high turnover rates, and reduced profits. The purpose of this single case study was to explore the strategies that marketing managers in a Maryland-based marketing firm use to motivate a multigenerational workforce using Maslow's hierarchy of needs theory. The study comprised 7 marketing managers who have experience mo

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Jones, Laurita M. "Strategies for Retaining a Multigenerational Workforce." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3789.

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As organizations become more age diverse, some business leaders face challenges managing a multigenerational workforce. The purpose of this single case study was to explore strategies that leaders at a university in Northwest Florida implemented to retain their age-diverse workforce. The targeted population was higher education business managers who had success with retaining an age-diverse staff. The conceptual framework of the study was Herzberg's 2-factor theory of motivation. A significant tenet of this theory is that employees explain satisfying and dissatisfying experiences based on intr

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Iden, Ronald Lee. "Strategies for Managing a Multigenerational Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2087.

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The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. Th

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Beasley, Grace Elizabeth. "Strategies to Improve Productivity of a Multigenerational Workforce." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3588.

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The U.S. Bureau of Labor Statistics reports that millennials will soon represent 46% of the workforce. The anticipated changes in the workforce are of great concern to business leaders who may manage individuals from different generations. The purpose of this multiple case study was to explore the strategies that administrative leaders in an advisory group of community-based organizations and educational institutions used to improve the productivity of a multigenerational workforce. The conceptual frameworks that grounded this study were the social constructivist perspective and generational t

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Lasten, Yamil W. "Strategies for managing an age-diverse workforce in Curacao." Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10244700.

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<p>Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curacao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes

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Books on the topic "Strategic workforce management"

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1961-, Huselid Mark A., and Beatty Richard W, eds. The differentiated workforce: Transforming talent into strategic impact. Harvard Business Press, 2009.

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Western Australia. Ministry of the Premier and Cabinet. Public Sector Management Division. Strategic people planning: An overview of workforce planning. Public Sector Management Division, 2000.

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Cronin, Candace Blair, Allison Alexander, Elora Majumdar, et al. Knowledge Management Resource to Support Strategic Workforce Development for Transit Agencies. Transportation Research Board, 2017. http://dx.doi.org/10.17226/24961.

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Schell, Michael S. Capitalizing on the global workforce: A strategic guide for expatriate management. Irwin Professional Pub., 1997.

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Ward, Dan L. Positioned: Strategic workforce planning that gets the right person in the right job. American Management Association, 2013.

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McGregor, Eugene B. Strategic management of human knowledge, skills, and abilities: Workforce decision-making in the postindustrial era. Jossey-Bass Publishers, 1991.

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Rothwell, William J. Lean but agile: Rethink workforce planning and gain a true competitive edge. American Management Association, 2012.

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Office, General Accounting. Human capital: Key principles for effective strategic workforce planning : report to congressional requesters. GAO, 2003.

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K, Needham John, and United States. Government Accountability Office, eds. Human capital: Further actions needed to enhance DOD's civilian strategic workforce plan. U.S. Govt. Accountability Office, 2010.

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Kalnbach, Lynn R. NDDOT workforce analysis: A necessary step in creating an effective strategic human capital plan. Upper Great Plains Transportation Institute, North Dakota State University, 2004.

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Book chapters on the topic "Strategic workforce management"

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Cascio, Wayne F., and Herman Aguinis. "Strategic Workforce Planning." In Applied Psychology in Talent Management. SAGE Publications, Inc., 2019. http://dx.doi.org/10.4135/9781506375953.n13.

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Cunningham, J. Barton. "Workforce Forecasting and Planning." In Strategic Human Resource Management in the Public Arena. Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43241-4_5.

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Cunningham, J. Barton. "Recruiting a Diverse Workforce." In Strategic Human Resource Management in the Public Arena. Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43241-4_6.

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Coda, Vittorio. "The Relationship between the Firm and Its Workforce: Prospects for Change." In Entrepreneurial Values and Strategic Management. Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299054_9.

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Singh, Jagendra, Hardeo Kumar Thakur, Nimisha, Gaurav Agrawal, Himani Grewal, and Reshabh Dev. "Anticipating Escalation in Employee Attrition Rates Using Analytics Techniques for Strategic Workforce Management." In Lecture Notes in Networks and Systems. Springer Nature Singapore, 2025. https://doi.org/10.1007/978-981-96-2647-2_14.

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Barletta, William A. "Workforce Management." In Strategic Management of Research Organizations. CRC Press, 2019. http://dx.doi.org/10.1201/9780429288548-11.

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Caudill, Jason G., and Barry Reeves. "Strategic Management of Workplace E-Learning." In Remote Workforce Training. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5137-1.ch002.

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Continuing education has become a necessary component of the modern knowledge worker and, by extension, of the modern firm. Increasingly, cost effectiveness points firms to using e-learning solutions in the workplace over older, more traditional methods. This chapter explores the strategic positioning of e-learning in the workplace, the instructional design process, and different types of training that are necessary in the workplace.

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Ward, Dan L. "Strategic Workforce Planning." In Strategic Workforce Planning. Oxford University PressNew York, 2024. http://dx.doi.org/10.1093/oso/9780197759745.003.0002.

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Abstract As one of the earlier practitioners, the author traces the evolution of modern workforce strategy planning as it evolved from statistically driven manpower planning modeling into more broadly based human resource planning. He suggests that a divided approach evolved as it split between those who approached it from a workforce data science foundation versus those who incorporated it within a generalized management consultancy domain. He suggests both focus areas are needed for strategic workforce planning to be truly successful. Based on legacy experience, he suggests that a solid mana

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Knowles, Laura, and Samantha Adrignola. "Strategic Workforce Planning in the US Federal Government." In Strategic Workforce Planning. Oxford University PressNew York, 2024. http://dx.doi.org/10.1093/oso/9780197759745.003.0005.

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Abstract With millions of employees organized across multiple agencies and organizations, the US federal government has strategic workforce planning challenges that are both familiar and unique to strategic workforce planning (SWP) practitioners. How do practitioners implement and assess SWP activities across the broader enterprise while addressing organization-specific needs? This chapter addresses the difficulties of balancing rigor and practicality, long-term strategic planning and immediate tactical support, and applying common best practices while respecting the autonomy of individual age

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Henry-Campbell, Suzette, and Salma Hadeed. "Managing a Diverse Workforce." In Encyclopedia of Strategic Leadership and Management. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch066.

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Today's business leaders tout the value of a multicultural workforce. This is built on the idea offered through research that the contributions of diverse sets of people, who have experienced the world in different ways, will produce innovative responses to issues confronting the organization. As a consequence, contemporary businesses have focused on improving their recruitment strategies to reflect the core values they espouse. This chapter proposes to explore a number of diversity variables; ageism, sexual orientation, gender, race and ethnicity, religion and disability, with the objective o

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Conference papers on the topic "Strategic workforce management"

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Spandana, N., Vishnu Shidramappa Ganagi, and Rashmi Benni. "A Cost-Benefit Analysis of Employee Layoffs versus Workforce Management Strategies: Assessing Financial Impacts and Organizational Profitability." In 2024 IEEE Conference on Engineering Informatics (ICEI). IEEE, 2024. https://doi.org/10.1109/icei64305.2024.10912093.

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Papalexandris, Nancy. "MEETING THE CHALLENGE OF AN AGEING WORKFORCE: THE ROLE OF HRM." In 28th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2023. http://dx.doi.org/10.46541/978-86-7233-416-6_8.

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Tošić, Milorad, Nenad Petrović, and Olivera Tošić. "Workforce wellbeing management leveraging semantic knowledge graph." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24042t.

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Workforce wellbeing is of strategic importance in new economy, not only for enterprises but for SMEs as well. Fatigue is one of key factors which affect workforce wellbeing, particularly in risk-sensitive environments such as manufacturing. Despite that importance of fatigue is identified in literature, this aspect is not much leveraged in existing solutions aiming high levels of effectiveness by optimal operation planning and scheduling. In this paper, a solution aiming optimal fatigue-aware planning and scheduling in manufacturing based on semantic knowledge graphs is presented. Thanks to ad

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Kovljenić, Mina, and Jelena Nestorov Bizonj. "Resource Use and Food Security in the Republic of Serbia." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_221.

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Achieving food security and resources sustainability have a high priority in agrarian policy that universal for all economies. Today modern agriculture has many complex challenges, so a sustainable agriculture approach is needed. Agriculture now must produce more food, using available natural resources efficiently and sustainably, including a reduction of post-harvest losses and waste, and developing agriculture more resilient to climate change. The Republic of Serbia has a good quality of agricultural land, favorable ratio of available land per capita, and favorable climate conditions for agr

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BREAZ, Teodora-Raluca-Odett, and Mohammad JARADAT. "STRATEGIC MANAGEMENT IN HIGHER EDUCATION: NAVIGATING THE GLOBALIZED LANDSCAPE." In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/02.05.

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In the fast-paced and interconnected world of higher education, institutions are confronted with unparalleled challenges and opportunities amid the ever-expanding global landscape. To effectively navigate this dynamic terrain and secure their enduring success and significance, strategic management has emerged as an indispensable tool for higher education institutions. This article delves into the pivotal significance of strategic management in higher education, underscoring its pivotal role in elevating institutional competitiveness, fostering innovation, nurturing international partnerships,

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CROITORU, Gabriel, Nicoleta Valentina FLOREA, Georgiana CÂRSTEA (RADU), Daria FLOREA, and Mihai Bogdan CROITORU. "THE IMPACT OF DIGITALIZATION ON ROMANIA'S LABOR MARKET: TRANSFORMATIONS, CHALLENGES, AND STRATEGIC IMPLICATIONS." In International Management Conference. Editura ASE, 2025. https://doi.org/10.24818/imc/2024/03.03.

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This paper explores the impact of digitalization on Romania's labor market, focusing on the transformations, challenges, and strategic implications associated with this technological shift. The study employs a quantitative research approach, utilizing a structured questionnaire distributed to 500 employees and employers across various economic sectors in Romania. The demographic diversity of the sample, which includes participants from different regions, industries, and educational backgrounds, provides a comprehensive perspective on the effects of digitalization. Three hypotheses were tested:

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Haller, Alina. "Sustainability and resilience from the perspective of the labour market of Central and East European (CEE) member states." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24025h.

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The paper examines the short-term relationship among the labour market and two key indices, namely the ESGI (Environment, Social, and Governmental Index) measuring sustainability-related risks, and the SRI (State Resilience Index), focusing on Central and Eastern European (CEE) member countries. The findings indicate that an expansion of the labour force contributes to heightened environmental, social, and governance risks, but enhances state resilience. Factors such as adapting to digitisation, enhancing quality of life amidst economic growth, and increased education levels contribute to a mo

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Vasilevska, Marija, and Ana Tomovska-Misoska. "The role of the quality higher education institutions for higher economic development: The need for new model for measuring the quality of higher education institutions." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24060v.

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This paper delves into the intricate relationship between higher education quality and economic development, emphasizing the pivotal role of education in driving societal progress. It argues that superior quality higher education fosters a skilled workforce essential for economic growth and innovation. Through a comprehensive review of literature, it explores the significance of quality management in higher education and the methodologies used to measure economic development. The study proposes a new university ranking model aimed at elucidating the correlation between higher education quality

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"AI and Data Analytics in Workforce Management: A Strategic Approach to Modern Organizational Challenges." In INTERNATIONAL CONFERENCE ON BIOLOGICAL RESEARCH AND APPLIED SCIENCE. Jinnah University for Women, 2025. https://doi.org/10.37962/ibras/2025/50-52.

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Milošević, Katarina, and Ivana Katić. "CURRENT TRENDS IN UPSKILLING AND RESKILLING: ANALYZING MODERN LEARNING AND DEVELOPMENT PROGRAMS." In INTERNATIONAL Conference on Business, Management, and Economics Engineering Future-BME. Faculty of Technical Sciences, Novi Sad, 2025. https://doi.org/10.24867/future-bme-2024-013.

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Over the past 5 years, upskilling and reskilling have emerged as critical strategies for organizations aiming to navigate the rapidly evolving technological and economic landscape. This paper analyzes contemporary trends in learning and development programs, focusing on how organizations are equipping their workforce with the necessary skills to stay competitive. Our study highlights how companies are leveraging advanced technologies to identify skill gaps, tailor training programs, and track employee progress. Additionally, we examine the shift towards continuous learning cultures and the rol

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Reports on the topic "Strategic workforce management"

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Chapelet, Pierre. Analysis of the Education Management and Information System of Jamaica: Diagnosis and Proposal for Strengthening the EMIS. Inter-American Development Bank, 2022. http://dx.doi.org/10.18235/0004619.

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This document analyzes the functioning of the Education Management and Information System (EMIS) of Jamaica, its strengths and challenges related to the key management processes and structural conditions. A survey methodology was used for the analysis of the six key management processes - (i) Physical infrastructure and equipment; (ii) Schools1; (iii) Human resources, budget and finance; (iv) Students and learning; (v) Digital content for teacher training and students learning; and (vi) Tools for strategic management - and the two structural conditions - (i) Technological infrastructure and (i

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Rivera Picado, Carlo Magno, Lucia Latorre, Eduardo Rego, Lorenzo De Leo, and Mariana Gutierrez. Tech Report: RPA. Inter-American Development Bank, 2024. http://dx.doi.org/10.18235/0013018.

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The scalability of RPA allows companies to adjust their robotic workforce according to fluctuating demands, improving not only operational efficiency but also employee satisfaction and strategic focus. With applications ranging from data processing and verification to supply chain management, RPA has become a transformative tool in sectors such as banking, retail, customer support, and human resources management, demonstrating its potential to optimize processes and improve decision-making across a wide range of industries. The adoption of RPA in Latin America, partly driven by the COVID-19 pa

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O’Brien, Tom, Deanna Matsumoto, Diana Sanchez, et al. Southern California Regional Workforce Development Needs Assessment for the Transportation and Supply Chain Industry Sectors. Mineta Transportation Institute, 2020. http://dx.doi.org/10.31979/mti.2020.1921.

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COVID-19 brought the public’s attention to the critical value of transportation and supply chain workers as lifelines to access food and other supplies. This report examines essential job skills required of the middle-skill workforce (workers with more than a high school degree, but less than a four-year college degree). Many of these middle-skill transportation and supply chain jobs are what the Federal Reserve Bank defines as “opportunity occupations” -- jobs that pay above median wages and can be accessible to those without a four-year college degree. This report lays out the complex landsc

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Hoogesteyn, Katherine, Meret S. Hofer, Travis A. Taniguchi, and Jennifer R. Rineer. Addressing Police Turnover: Challenges, Strategies, and Future Research Directions. RTI Press, 2025. https://doi.org/10.3768/rtipress.2025.op.0096.2503.

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Maintaining adequate staffing levels to ensure public safety is a critical challenge for law enforcement agencies, especially with rising officer turnover driven by sociopolitical factors and changing workforce demographics. This narrative review examines strategies to enhance officer retention by synthesizing findings from both policing and related fields. These strategies are organized into five categories: (1) compensation and financial incentives, (2) career development and professional growth, (3) workplace environment and support, (4) wellness and resilience, and (5) feedback and organiz

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Hollick, Rosemary J., Michelle Stevenson, Michael Parker, et al. Mapping for Better Care: Supporting service planning for people with rheumatic and musculoskeletal conditions. RHEUMAPS study / University of Aberdeen, 2025. https://doi.org/10.57064/2164/25119.

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Rheumatic and musculoskeletal disorders (RMDs) affect approximately one-third of the UK population, yet access to timely and equitable care remains inconsistent. National audits have highlighted significant variations in service provision and health outcomes, shaped by individual socio-demographic characteristics and place-based factors. Rural populations, comprising around 20% of the UK, face unique challenges due to geographic remoteness, centralised specialist services, and an ageing demographic. Workforce constraints and service accessibility further exacerbate these disparities, limiting

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Roy, Rituparna, Evalesi Tu’inukuafe, and Francis L. Collins. Beyond paternalism and racism in Pacific labour migration. University of Waikato, 2024. https://doi.org/10.15663/h34.56010.

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Key Insights • The operation of the Recognised Seasonal Employer (RSE) scheme in its present form reflects and reinforces the unequal relationship between New Zealand and countries in the Pacific that have been shaped by colonial and imperial practices. • Our analysis of policy and strategy documents related to the RSE scheme reveals three key discourses (language and ideas) that underpin the foundation and operation of the RSE. They are: 1) a form of paternalism that is shaped around claims of ‘co-development’, 2) a strong commitment to technocratic managerialism, and 3) the racialisation of

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Veung, Naron, and Seyhah Ven. Exploring Insights into Vocational Skills Development and Industrial Transformation in Cambodia. Cambodia Development Resource Institute, 2021. https://doi.org/10.64202/wp.131.202110.

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Industrial development is central to Cambodia’s economic development as it plans to upgrade the country’s status to an upper-middle-income country by 2030 and to a high-income country by 2050. Equipping the workforce with the skills and competencies that match industrial needs requires a great deal of continuous efforts and resources. In this regard, this paper aims to look into the linkage between skills and transformation based on employers’ perspectives. It explores insights into how companies perceive and use the skills and qualifications of their employees to overcome changes in technolog

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Madhur, Srinivasa. Cambodia’s Skill Gap: An Anatomy of Issues and Policy Options. Cambodia Development Resource Institute, 2014. https://doi.org/10.64202/wp.98.201408.

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There is growing consensus that an emerging skill gap could impose human costs and constraints on Cambodia’s economic growth and development. The country is facing a shortage of skilled human resources even for low-to-medium skill intensive industries. There is a widening gap between the skills that industries and businesses need and what the education institutions, whether academic or vocational training, are producing. Cambodia’s skill gap is emerging at a time when the Association of Southeast Asian Nations (ASEAN) is preparing to launch the ASEAN Economic Community (AEC) in 2015. The AEC w

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