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Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

This study investigates how university libraries in Nigeria are staffed and presents staff development opportunities and learning activities that sustain staff.

A survey research design was adopted. Purposive sampling technique was used to select 46 universities and 400 respondents consisting of 46 heads of libraries and 354 professionals from federal, state, and private universities. Content of the instrument was based on literature comprising six questions. The 327 (92.4%) usable responses were analyzed using descriptive statistics and presented in simple frequency tables.

The study showed that library workforce in Nigerian universities included different categories of professionals and para-professionals having diversified job opportunities and duties. Most libraries had staff development budget and respondents received various forms of assistance to foster learning. Although all nontransferable skills recorded high mean, respondents accorded less importance to nonlibrary personal skills that can be used to leverage the expectations of recruitment, retention, and sustainability.

The study was limited to practicing professionals but has staffing implications for all libraries across Nigeria.

Many professionals may lack the appropriate multi-skills that would enhance exploring new approaches and breaking out of traditional ways of operation in the different library and outside library settings.

The study contributes to knowledge about sustaining library staff in relation to adopting the recommended skills on a broad scale, and assessing how their acquisition can change the perception of professionals to its immense contributions to sustaining them in the workforce.

The aim of this chapter is to ascertain the degree to which a training policy developed through corporate training centers is recognized as a source of competitive advantage for attracting, developing, and retaining valuable staff. The fieldwork is based on a survey of Human Resource (HR) managers from 66 cooperatives of the Spanish Mondragon cooperative group. The empirical test carried out confirms that Mondragon's training policy, backed up by its corporate training centers, is perceived by HR managers as a tool that provides advantages to attract, develop, and retain valuable human resources. The results also suggest that those advantages are more moderate than has been cited in classic literature on Mondragon. The results of this study can be helpful for the growing number of companies choosing to create and reinforce corporate training centers. The link between training policy and the perceived ability to attract and retain valuable employees showed in this case can also be helpful for other companies that, as Mondragon, face limitations in wage policy. This chapter contributes to the literature on the educational fabric of Mondragon adding updated empirical evidence and incorporating the point of view of HR managers of the group's cooperatives. With respect to the contribution of this chapter to the literature on training policy, the chapter's findings, in particular those regarding the effect of training on worker attraction and retention, add empirical evidence to the few studies on the subject.

Background: Human resource management (HRM) is the tactical method for a business enterprise’s optimistic and systemic administration. This study aims to identify the common and major triggering attributes and the knowledge gap between HRM and an organisation’s employee attrition rate.

Method: The employee Attrition Case Study Dataset used is an anecdotal data set that tries to figure out relevant variables that determine employee behavioural aspects towards attrition. This study investigates why attrition occurs, the major triggering attributes for employee turnover, and how it might be anticipated to employ artificial intelligence (AI) to avert corporate losses.

Results: Employees’ monthly income, age, average monthly hours, distance from home, total working years, years at the company, per cent of salary hike, number of companies worked, stock options level, job role and other factors are taken into consideration. A feature importance extraction framework was devised to investigate the various dormant factors. The findings also show feasible hypotheses that help enhance employee engagement, reinvent the worker dynamic, and higher levels of risk decrease attrition rate.

Implications: Employees’ monthly income, age, average monthly hours, distance from home, etc., are all major variables in employee attrition in the Indian IT business. This research adds to the theory development of behavioural elements in people analytics based on AI.

Purpose: Can we predict employee attrition through employee behavioural patterns advancement using AI tools.

University governance is constantly challenged by changing expectations and contexts. New, prestigious and well-endowed funding schemes are one possible source of pressure for change of university governance. This article analyses the impact of one such scheme, the grants of the European Research Council (ERC), on the governance of European universities. After outlining a model of how this impact on universities can be expected to occur, we present the results of an exploratory study at a very early stage of the ERC’s existence (2010–2011). The empirical analysis is based on an investigation of 11 universities in eight countries, which shows that different kinds of universities are affected in varied and often unexpected ways, with particular differences arising at different levels within the universities.