Yes / Challenges in the recruitment and retention of care workers is a long-standing issue [1]. However, these challenges have worsened during the Covid-19 pandemic. In October 2021, there was an average staff vacancy rate of 17% [2], and in November 2021, care homes feared they would lose around 8% of their care home staff as a direct result of the policy of vaccination being a condition of deployment in care homes [3]. This has profound impacts, not only on those in care homes and receiving care at home, but on the health service as a whole, with 33% of social care providers limiting or stopping admissions from hospital [2]. Therefore, this review was undertaken to identify learning about how to support recruitment and retention of care workers during the pandemic. Methods: To identify strategies that are currently being used to support recruitment and retention of care workers, a Google search was undertaken, combining termsthat referred to the setting or role (“social care”, “care worker”) and the topics of interest (recruitment, retention), and for some searches adding in terms that referred to the type of literature being sought (“case study”). Through this, we identified that research on recruitment and retention of care workers since the pandemic was already being published and so a search was also undertaken on Google Scholar for research published since 2020. This was supplemented by a review of websites recommended by an expert working in the area: Care England, National Care Forum, Care Forum, Care Choices, Care Workers Charity, National Association of Care & Support Workers, and Skills for Care. We also reviewed the websites of NHS Confederation, NHS Employers, and the Local Government Association. Inclusion criteria were reports that included recommendations and/or examples of strategies to recruit and retain the social care workforce. While we focused on reports published since the start of the pandemic, given that recruitment and retention of care workers is a long-standing challenge, we also included some significant reports that were published before then. A number of the documents included did not provide a publication date. While many of the reports identified discussed the problems that have led to the social care workforce crisis, we limit our discussion of these in this report, instead focusing on possible solutions. Findings: From the Google and Google Scholar searches, 190 records were screened and 22 potentially relevant documents were reviewed in detail for possible inclusion. Alongside this, seven potentially relevant documents from the websites listed above were reviewed in detail for possible inclusion. From this, 21 relevant documents were identified and included in this review. These included seven documents reporting case studies, one Government report, one report based on a survey of employers, four reports based on surveys of care workers, two reports based on interviews with stakeholders, one report based on interviews and focus groups with care workers, managers, and commissioners, and one based on interviews with care workers. It quickly became apparent that potential strategies for improving recruitment of care workers were closely interlinked with strategies for improving retention of care workers. Below we consider those strategies relevant to both, before moving on to consider specific recruitment strategies and strategies focused specifically on increasing retention.

Mellanchefer intar en allt mer central roll i organisationer vilket resulterar i ökat ansvar både operativt och strategiskt. Huruvida mellanchefer bör rekryteras internt eller externt är svårt att fastställa. Då arbetsmarknad och samhället kräver en ständig utveckling och förnyelse av organisationer bör ledning arbeta strategiskt med att främja en ständig utveckling. Syftet med denna studie blir därför att öka kunskapen om hur intern respektive extern rekrytering av mellanchefer kan påverka organisationers innovationsförmåga och hur mellanchefsrekrytering, ur en strategisk synvinkel, kan bidra till innovation.Vi har genomfört en kvalitativ analys med semistrukturerade intervjuer där respondenter med erfarenhet av chefsrekrytering i organisationer från tre olika branscher har deltagit. Branscherna som studerats är industribranschen, servicebranschen och detaljhandelsbranschen för att fastställa eventuella skillnader i synen på innovation och mellanchefens roll i strävan mot denna i de olika branscherna. Studien har en komparativ design med ett målstyrt urval. Totalt deltog sex respondenter i studien med sina berättelser och erfarenheter kring chefsrekrytering. I analysen har vi arbetat utifrån en abduktiv ansats inspirerat av ett hermeneutiskt perspektiv. Den teoretiska referensramen har utvecklats med hjälp av tidigare litteratur kring mellanchefsrekrytering, innovation samt intern och extern rekryteringens för- och nackdelar som sedan används som utgångspunkt för att kategorisera de textavsnitt som identifierades i respektive analys.Vår forskning om hur intern respektive extern rekrytering av mellanchefer kan påverka organisationers innovationsförmåga leder till resultatet att majoriteten av respondenterna förespråkar karriärsutveckling genom intern rekrytering. Detta skulle leda till ökad innovation i högre grad än den externa rekryteringen. Att värna om befintliga medarbetare och låta dem växa och utvecklas gynnar organisationens innovationsförmåga och anses vara en mer effektiv rekryteringsmetod i strävan efter innovation. Något avvikande från detta är resultatet från analysen av serviceorganisationen som är medvetna om fördelarna med intern karriärutveckling men anser att den externa rekryteringens fördelar ändå väger tyngre utifrån innovationssynpunkt. Detta då de utifrån innovationsperspektivet ser nyskapande som resultat av att rekrytera externa individer som bidrar med nya idéer och tankesätt. Vår forskning bidrar med att öka kunskapen om hur intern respektive extern rekrytering av mellanchefer kan påverka organisationers innovationsförmåga. / Middle managers today have an increasingly central role in business organizations resulting in increased responsibility both operationally and strategically. Whether it is advisable to recruit middle managers internally or externally is a debated topic and seemingly a situation driven decision. As the labor market and society requires a continuous development and innovation of organizations the management should work strategically to promote a continuous development. The purpose of this study is therefore to increase the knowledge of how internal and external recruitment of middle managers can affect organizations' ability to pursue innovation and how recruitment of middle managers, from a strategic point of view, can contribute to innovation.We have conducted a qualitative analysis of semi-structured interviews where respondents with experience of executive recruitment in organizations from three different sectors participated. The sectors studied were; the industrial sector, the service sector and the retail sector in order to determine the possible differences in views on innovation and the manager's role in pursuing this in their respective industries. The study has a comparative design with a purposive sampling. A total of six respondents were interviewed and their stories and experiences were included in this study. In the analysis, we have worked with an abductive approach inspired by a hermeneutic perspective. The theoretical framework has been developed by using previous literature on middle management recruitment and innovation and the internal and external recruitment advantages and disadvantages which later on have been used as the basis for structuring the text in the analysis.Our research of how the internal and external recruitment of middle managers can affect organizations' ability to pursue innovation leads to the result that most respondents advocate career development through internal recruitment. This would lead to greater innovation, to a greater extent than the external recruitment. Our results suggests that by retaining existing employees and allow for them to grow and develop, the organization promotes innovation and could be assumed to hold a more effective recruitment method in the pursuit of innovation. In contrast, the result of the analysis of the service organization shows that the respondents are well aware of the advantages of internal career development however despite these benefits they still debate that numerous advantages do prevail from an innovation perspective when recruiting middle managers externally. This due to, from an innovation perspective, the external recruitment would allow for the organization to host new objective individuals contributing with innovative ways of working and perhaps new sought after perspectives previously unknown to the organization. To summarize this study shall aim to contribute to an increased knowledge of how internal and external recruitment of middle managers affect organizations' ability to pursue innovation.This paper is written in Swedish.

就政府機關而言，公務人力素質之良寙對工作績效與競爭力的提升有密切關聯，而考選則居於人力素質把關的第一線，因此做好公務人員的入口關乃是現代化國家健全文官體制的首要課題。從而公務人員考選的目的即是運用最佳的考試技術與方法，藉以選拔具有一定的知識、技術與能力的人才，以符合用人機關工作職位的需求。 兩岸雖同文同種，但彼此因政治制度及意識形態的不同，導致考選制度有顯著的差異，因此本論文從兩岸的考選法制及考選技術深入探討及比較分析，發現我國公務人員考選制度已落實功績制，而中華人民共和國仍強調「堅持黨管幹部原則」，因此無論考選法規的訂定或考選技術的施行，均無法擺脫以「中國共產黨」利益為優先的陰影，再者戶口限制人民報考機會，且辦理考試機關常是有法不依，或藉口試（面試）機會挑選政治條件好、思想純正、品德優良人員，是以兩岸公務人員考選之公正性與公平性仍有落差。又中華人民共和國公務人員考選對少數民族及退伍軍人之優惠措施遠不及我國針對原住民族及退除役軍人舉辦特種考試，再者體格檢查標準嚴格，殘疾人士並無參加考試的機會，不若我國為身心障礙者參加考試提供各種照護措施，並舉辦身心障礙人員特種考試。 兩岸公務人員考試均呈現激烈競爭的場面，除要嚴守公正、公平公開的原則，更要彰顯考試的效度與信度，故口試要朝結構化進行，筆試要測試核心工作能力之科目，並建立質優量大的題庫試題，俾能達成評鑑與預測的目的。 關鍵字：考選制度、公務人員考選法制、考選技術 / For government agencies, a close relationship exists between the professional quality of civil servants and the enhancement of job performance and competitiveness. As recruitment is the front line of human resources quality control, ensuring that this entry point is optimized is an issue of primary importance for modern countries aiming to improve their public service systems. It follows that the objective of recruitment procedures is to use the best examination techniques and methodology so as to select personnel with the most suitable knowledge, skills and abilities to meet the needs of employing agencies for the vacancies they aim to fill. Even though the people of Taiwan and China are of the same general ethnicity and use the same language, the political systems and prevailing ideologies on either side of the Taiwan Strait are different and this leads to there being clear differences in the respective civil service recruitment systems. This study looks at the systems and techniques used in the two territories for civil service recruitment and, through a comparative analysis, shows that while Taiwan has put in place a merit system, the People’s Republic of China still emphasizes the “subordination of all cadres to the leadership of the Party”. This means that the interests of the Chinese Communist Party cast an inescapable shadow over both the pertinent legislation and the practical recruitment techniques in use. In addition, citizens’ opportunities to take examinations are subject to restrictions related to identity and household origin, while agencies conducting such examinations often ignore procedures set out in law, or rely on oral testing (interviews) to select persons with the right political stance, correct thinking and good morals. In terms of impartiality and fairness, therefore, there is some difference between the recruitment systems in operation on either side of the Strait. The preferential measures put in place by the PRC in favor of the country’s ethnic minorities and retired military personnel in the context of civil service recruitment are far from matching Taiwan’s system of Special Examinations for indigenous persons and military personnel transferring to the civil service, while physical fitness requirements in China are strict and disabled persons do not have opportunities to take civil service examinations. This contrasts with Taiwan where many facilities are provided for the convenience of disabled examinees and a specific Special Examination for the Disabled is also administered. In both territories, civil service examinations feature intense competition, and while the principles of impartiality and fair openness are paramount, it is even more important that recruitment procedures demonstrate effectiveness and credibility. Accordingly, oral tests should be conducted in a structured manner, written examinations should address subjects pertinent to the core abilities of the job in question, and question banks should be maintained with a high volume of items of high quality. Such steps further the ultimate testing goals of appraisal and pre-assessment of candidate suitability for civil service employment. Keywords: recruitment systems, civil service recruitment law, examination and recruitment technology

Organisationer står inför utmaningarna att rekrytera och ge möjligheter till kompetensutveckling. Den som utför rekrytering har en central roll och måste därmed ha rätt kompetens för att kunna arbeta på ett professionellt sätt. Syftet med studien är att undersöka rekryteringsprocessen i offentlig verksamhet och hur chefer med rekryteringsansvar upplever den egna kompetensen i arbetet med rekrytering. Frågeställningarna som besvaras är: Hur beskriver chefer med rekryteringsansvar inom offentlig verksamhet arbetet med rekrytering? Vilken kompetens upplever chefer med rekryteringsansvar efterfrågas respektive krävs vid utförandet av rekrytering? Upplever chefer med rekryteringsansvar inom offentlig verksamhet kompetens i arbetet med rekrytering? Genom en kvalitativ studie har semistrukturerade intervjuer utförts med chefer som innehar rekryteringsansvar i offentlig verksamhet. Resultatet visar att samtliga chefer med rekryteringsansvar tillämpar en gemensam rekryteringsprocess som innehåller skilda steg. De beskriver arbetet med rekrytering på liknande sätt. De upplever att det efterfrågas och krävs formell och reell kompetens och vissa personliga egenskaper vid arbetet med rekrytering. Cheferna upplever kompetens i arbetet med rekrytering, men för fram att det finns utvecklingsmöjligheter. / Organizations face the challenges of recruiting and providing opportunities for competence development. The person who performs recruitment has a central role and must have the right competence to be able to work professionally. The purpose of the study is to investigate the recruitment process in public sector and how managers with recruitment responsibilities experience their own competence in work with recruitment. The questions answered are: How do managers with recruitment responsibilities in public sector describe work with recruitment? What competence do managers with recruitment responsibilities experience as required and demanded in the performance of recruitment? Do managers with recruitment responsibilities in public sector experience competence in work with recruitment? Through a qualitative study, semi-structured interviews have been conducted with managers who hold recruitment responsibilities in public sector. The result shows that managers with recruitment responsibilities apply a common recruitment process with different steps. They describe the work with recruitment in a similar way. They experience that the work with recruitment require and demand formal and actual competence and certain personal characteristics. Managers with recruitment responsibilities experience competencies in work with recruitment, but suggest that there are development opportunities.

I den här uppsatsen undersökts det hur rekryteringsprocessen av inköpsassistenter ser ut i teori och praktik och vilka kompetenser yrket efterfrågar. Ämnet är aktuellt då yrkesrollen som inköpsassistent är svår att definiera och teori har påvisat att rekrytering försvåras av det faktum. Det kan i sin tur leda till felrekryteringar som kan ge stora konsekvenser i ett företag. Ämnet är också relevant då förändringar inom modebranschen har påverkat yrkesrollerna inom branschen i hög takt vilket resulterat i att samma yrkesroll har olika innebörd på olika företag. Förändringar ställer högre och delvis helt nya krav på rekryterare inom branschen. Samtidigt har det inte påträffats någon definition av rollen som inköpsassistent. Studiens syfte är därför att klargöra vilka kompetenser som eftersöks för att bli anställd som inköpsassistent. Studien utreder frågeställningen: Vilken kompetens efterfrågas i yrkesrollen som inköpsassistent? Rekryteringsprocessen kommer också undersökas i studien. Utifrån frågeställningen och syftet gjordes en kvalitativ undersökning där rekryterare och inköpare intervjuades genom semistrukturerade intervjuer om rekrytering av inköpsassistenter. Urvalet bestod av sju modeföretag från Sverige och Norge. Data från intervjuerna transkriberades och presenterades i en resultatdel. Studiens resultat presenteras inom följande teman: Rekryteringsprocessen, Social rekrytering, Felrekrytering, Konkret kompetens och Abstrakt kompetens. Sammanfattningsvis tyder studiens resultat på att yrkesrollen skiljer sig mellan olika företag och att det faktum att rollen är odefinierad påverkar rekryteringen och kan delvis bidrar till felrekrytering. Vidare visar resultatet att det finns både abstrakta och konkreta kompetenser som stämmer in på flertalet av företagen och därför kan bidra till en del av definieringen av yrkesrollen som inköpsassistent. / This thesis is investigating how the recruitment process of buying assistants is working in theory and practice, and what competences the profession demands. This issue is currently important since the professional role as a buying assistant is difficult to define and theory has demonstrated that recruitment is aggravated by that. This may therefore lead to misrecruitments that can provide major consequences in a company. The topic is also relevant when changes in the fashion industry have influenced professional roles within the industry at a high rate, resulting in that the same profession has different meanings in different companies. The changes are requiring higher and partly new demands on recruiters in the industry. At the same time, a definition of the role as buying assistant has not been found. The study's purpose is to clarify the competences that are required to be employed as a buying assistant. The study investigates the question: What competences are required for a job as a buying assistant? The recruitment process will also be investigated. Based on the issue and the purpose, a qualitative study was most suitable. In the study, recruiters and buyers were interviewed through semi-structured interviews about the recruitment of buying assistants. The sample consisted of seven fashion companies from Sweden and Norway. Data from the interviews were transcribed and presented in the result chapter. The study’s results are presented in the following themes: Recruitment process, Social recruitment, Misrecruitment, Concrete competences and Abstract competences. In summary, the result of this study indicates that the professional role differs between different companies and that the fact that the role is undefined affects recruitment and may partly contribute to misrecruitment. Furthermore, the results show that there are both abstract and concrete competences that apply to the majority of companies and therefore contribute to the definition of the professional role as a buying assistant.

Syftet med det här arbetet var att kartlägga rekryteringsprocessen i svenska rederier och bemanningsbolag av maskinbefäl. För att ta reda på detta skickades det ut ett antal enkäter till personalrekryterarna i respektive rederi/bemanningsbolag. Studien är en kvantitativ undersökning för att få in ett så stort underlag som möjligt och därefter kunna få fram ett trovärdigt resultat. Resultatet blev att rekryteringsprocessen har påverkats av utflaggningen av fartygen och då framför allt för juniorbefälen. Det som personalrekryterarna ansåg som mest betydelsefullt vid nyrekrytering av maskinbefäl är rekommendationer från redan anställda i rederiet/bemanningsbolaget och fullständig sjöingenjörsexamen. Arbetsförmedlingens tjänster användes i mindre grad på grund av det dåliga urvalet och inte heller available position-sidan på rederiernas/bemanningsbolagens hemsida vid rekrytering av nya maskinbefäl.

Dissertation / The aim of the study was to investigate the appointment process of education managers and the consequences of this for schools. A literature study was conducted on these two aspects. This was followed by a survey involving 67 educators from three geographically divergent secondary schools in Kwa-Zulu Natal, namely an urban, rural and peri-urban school. The respondents’ views indicate flaws in the current system related to: the minimum requirements for principalship, the shortlisting and interview processes and the role of bias in the selection of candidates. Respondents also believed that insufficient attention was paid to induction and mentorship programmes. The before mentioned impacted negatively on the school’s functionality regarding quality assurance, inter-personal relations, decision-making, parental involvement and learner discipline. These relate to low educator morale. The findings of the study indicate that the current system of educator promotions needs to revised so as to improve best practice in the profession.

Company A has experienced high voluntary staff turnover at middle management level between 2007 and 2009. During this period 35% of middle managers have resigned and, this has resulted in significant financial costs being incurred. This research focused on understanding what factors would make the current middle managers stay in Company A’s employment and what the financial impact has been due to these resignations. The research concluded that career development, people development by line manager, feedback of own work, a line manager who teaches and coaches subordinates, and working with a knowledgeable line manager, were the top five factors that would make the current middle managers stay in Company A’s employment. The research further concludes that there was a gap between Company A’s retention initiatives and what the middle managers actually value, thus the resignations. The research has also established that the middle managers’ resignations have had a significant financial impact on the organisation.

Recruitment processes includes evaluation of candidates qualifications and employers have the opportunity to found recruitment decisions on candidate personal suitability. What falls under the term personal suitability though, has during the years been a bit unclear. The first purpose of this study is therefor to examine the evaluation of qualifications, the term personal suitability and also employer’s possibilities to use the term in a non-discriminatory way in a recruitment process, this through the legal dogmatic method. The second and third purposes are further to put the evaluation of qualifications and the concept personal suitability in a social context and observe possible risks associated to the recruitment process from a genus perspective. Those purposes and questions are answered through the socio-legal method. The study is a literature study and it is limited to only concern direct discrimination because of gender. The result shows that employers can use the term personal suitability in recruitment processes if the candidate’s educational qualifications and work- and profession experience are equivalent. The employer has to be able show reasons for the decision though, explain why the personal suitability’s were needed and how they are connected to the actual work to make sure that the decision does not constitutes discrimination because of gender. The result also shows several risks associated to the evaluation of qualifications and the term personal suitability. The risks might be caused by the social norms society creates, norms that further creates expectations about how women and men are or should be as employees, leaders and colleagues. These social norms create risks if they affect references, interviewers, employers and recruiters to the extent that one gender becomes mistreated. Social norms are created all over and will most likely continue to exist. They may also be one reason why our labour market is gender segregated and why women in general are given less favorable opportunities and possibilities. The study shows that it is of importance that references, interviewers, employers and recruiters don’t get affected and perceive jobseekers personal suitability based on out-dated and discriminatory norms.

<p>The economic context changes, companies adapt and recruitment evolves. As future managers and leaders, or simply new actors in the working environment, this is our duty to be aware of the demand of the market. The economic situation has a huge impact on the recruitment and this more so in a crisis period (Aswegen, 2009). In order to respond of the need of flexibility, facing crisis situation or simply facing the need of change, Interim Management seems to correspond to this request or is at least one of the tools that companies can take into consideration.</p><p>During the previous phase of our thesis, we realized that only a few people were aware of this promising concept of management. It became a challenge for us, we wanted to know more about this topic and to write a paper in order to share the knowledge that we would gather through the process of depicting this emerging phenomenon called „Interim Management‟ while remaining objective.</p><p>During our research and interviews, we met recruitment consultants, Interim Managers, and corporate human resources directors; all of these meetings helped us to understand companies' needs and what they expect when hiring Interim Managers. Our thesis aims at explaining and depicting the emerging concept of Interim Management in order to give our vision of the reality.</p>