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In the quest for better construction workforce management, this chapter explored the background of workforce management and related theories, models, and practices. Through a review, the chapter provided meaning to the concept of construction and workforce management. The chapter concluded that while the construction industry worldwide is important to the economic growth of the countries where it operates, the industry’s management of its workforce is challenged by several problems. These problems include the nature of the industry, skill shortage, unhealthy working environment, and poor image of the industry, among others. Also, while the construction industry is rich in diversity, this has been a major source of problems for workforce management. The chapter further revealed that to improve workforce management and attain better-performing construction organisations, careful recruitment, effective training, providing a safe working environment, putting policies to promote diversity, and ensuring innovativeness, among others, are essential.

A majority of human resource executives report that their inability to attract and retain middle-skills talent frequently affects their firm’s performance. Middle-skills jobs, those that require more than a high school diploma, less than a four-year college degree, and pay above the national living wage, account for nearly half of labor demanded in the United States. As technology transforms the workplace, digital skills are becoming increasingly important and in higher demand. In today’s dynamic workforce, managers are facing managing and developing interdisciplinary and multilevel teams while combating a technical skills divide (lack of qualified workers), making it difficult to recruit and retain a high-technology, middle-skill-level workforce. This chapter focuses on addressing unique challenges relevant to recruitment, upskilling, and management best practices as they relate to the integration of technology and middle-skill-level workers in a highly successful workplace.

Continuing work by US and Canadian community and technical colleges with colleagues and partners at higher education institutions offering vocational education programs in the Republic of Georgia provides a useful case study of how key elements of the community college model can be applied to reform programs affecting educational policy systems in emerging market economies. This chapter uses a theoretical framework informed by research on public–private partnerships and community capitals to analyze workforce education and training initiatives informed by government, industry, and community needs. Examples of such initiatives include infusing workforce skills and competencies into vocational education curricula, updating pedagogical methods through retraining for teachers, and expanding the governance paradigm of vocational education programs offered at universities, colleges, and vocational centers to reflect the importance of the workforce needs of business and industry. To actively apply a community college model in the Republic of Georgia and elsewhere requires (1) supportive partners among educational policymakers and academics, (2) international donors who continue their commitment to a reform initiative over enough time to see results, and (3) an approach which focuses on national and regional workforce development priorities. Students, parents, and other community stakeholders also need to understand that one of the most important measurements for vocational education reform over time is expanded job opportunities for students after graduation.

A growing number of individuals with autism are graduating from high school and university to find a lack of reliable resources dedicated to assisting the transition from education to the world of work. This Generation A, with a population of 1.5 million people, will age into the workforce over the next decade. Despite federal-state programs, dedicated nonprofits, and highly publicized corporate hiring initiatives, the unemployment rate for individuals with autism remains above the national average. Corporations have started to recognize the untapped potential of the neurodivergent worker but struggled with sourcing talent and failed to develop practicable pipeline models across various industries that are open-sourced, easily replicated, scalable, and financially sustainable. A review of methods, programs, and paradigms that exist amid current statistics reveals the imperative for innovative ideas that can be executed by multiple stakeholders to affect both the work seekers and the job creators. A systems approach to developing talent pipelines is investigated as one possible solution as well as other new expeditions and collaborative, open-sourced concepts that hold promising statistics and anecdotal data about what could be the next iteration of workforce development in an increasingly neurodivergent world.

It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce, especially in library leadership. Many of those concerned with organizational development in libraries have promoted succession planning as an essential tool for addressing this much-anticipated wave of retirements. The purpose of this chapter is to argue that succession planning is the wrong approach for academic libraries. This chapter provides a review of the library literature on succession planning, as well as studies analyzing position announcements in librarianship which provide evidence as to the extent to which academic librarianship has changed in recent years. In a review of the library literature, the author found no sound explanation of why succession planning is an appropriate method for filling anticipated vacancies and no substantive evidence that succession planning programs in libraries are successful. Rather than filling anticipated vacancies with librarians prepared to fill specific positions by means of a succession planning program, the author recommends that academic library leaders should focus on the continual evaluation of current library needs and future library goals, and treat each vacancy as an opportunity to create a new position that will best satisfy the strategic goals of the library. In contrast to the nearly universal support for succession planning found in the library literature, this chapter offers a different point of view.

Purpose – In this chapter I unpack the public workforce system, with a gender lens, to detail and assess its ability to provide job training and education to single mothers. Based on that analysis, I suggest strategies to develop job training policy that attends to the needs of single, working, poor mothers, and can help provide them with the education and skills training to raise themselves and their families out of poverty.

Methodology – Analytical review of existing policy and research.

Findings – With 1996 welfare reform, the United States “reformed” welfare policy so that recipients would be immediately attached to the labor market, and have a specified lifetime limit to receive public assistance. As a result, millions of single mothers are now working, but still poor. A companion piece of legislation to welfare, and what is the country's federal employment and training legislation – the Workforce Investment Act – does not provide single mothers with the human capital skills to escape poverty. The United States need a job training policy that actually does provide single mothers with routes out of low-wage work and includes attention to gender in constructing and implementing that policy.

Practical implications – The chapter provides recommendations to craft workforce policy in ways that will help women attain education and training in ways that acknowledge the complexity and structural constrains in their lives.

Value of chapter – The chapter presents a new vision for workforce development policy that takes into account gender and women's lived experiences.

Over 3 million intermittently employed and socially disadvantaged workers receive low wages and limited benefits in diverse long-term care settings and employment arrangements as they try to become a positively valued unified occupation: “direct care workers.” Before this occurs, these workers must overcome negative definitions imposed by three powerful institutions: professional guilds, employers, and states. Care workers’ legitimacy is challenged as nursing labels them “unlicensed, assistive personnel,” defining them in terms of their task relationship to nurses rather than their social relationship to clients. Care workers’ identity is obscured as corporate rationalization nullifies their unique contributions with task unbundling, part-time work, short staffing, and turnover undermining bonding with colleagues and clients. State regulation impedes care workers’ integration, segmenting similar workers under different regulatory regimes, defining workers negatively rather than by their educational attainments and competencies. Overcoming this triple negation will require not just cultural change, but also real structural changes, and can occur only through concerted actions involving coalitions. Labor market intermediaries, public authorities, labor unions, workforce investment boards, philanthropic organizations, and government interagency groups are among those supporting direct care workers’ advancement by strategically coordinating licensing, purchasing, and developing the workforce. Recent federal policy changes and health reform legislation have enhanced recognition of this occupation and are providing new resources for its development.

This chapter will introduce the concept of the gig economy. It begins with a brief discussion of technological changes and their impact on the workforce and labour market, demonstrating how the trend shifts towards the gig economy. It then examines the trends that are influencing this transformation and discusses various perspectives and the attractiveness of the gig economy for workers and businesses. This chapter will also discuss the gig economy, platform economy, digital platform, and gig worker categories. It concludes with a brief discussion of some of the opportunities, issues, and challenges associated with the gig economy.