To Recruit And Advance

Although more women than men participate in higher education in the United States, the same is not true when it comes to pursuing careers in science and engineering. To Recruit and Advance: Women Students and Faculty in Science and Engineering identifies and discusses better practices for recruitment, retention, and promotion for women scientists and engineers in academia. Seeking to move beyond yet another catalog of challenges facing the advancement of women in academic science and engineering, this book describes actions actually taken by universities to improve the situation for women. Serving as a guide, it examines the following: Recruitment of female undergraduates and graduate students. Ways of reducing attrition in science and engineering degree programs in the early undergraduate years. Improving retention rates of women at critical transition pointsâ€"from undergraduate to graduate student, from graduate student to postdoc, from postdoc to first faculty position. Recruitment of women for tenure-track positions. Increasing the tenure rate for women faculty. Increasing the number of women in administrative positions. This guide offers numerous solutions that may be of use to other universities and colleges and will be an essential resource for anyone interested in improving the position of women students, faculty, deans, provosts, and presidents in science and engineering.

Although more women than men participate in higher education in the United States, the same is not true when it comes to pursuing careers in science and engineering. To Recruit and Advance: Women Students and Faculty in Science and Engineering identifies and discusses better practices for recruitment, retention, and promotion for women scientists and engineers in academia. Seeking to move beyond yet another catalog of challenges facing the advancement of women in academic science and engineering, this book describes actions actually taken by universities to improve the situation for women. Serving as a guide, it examines the following: Recruitment of female undergraduates and graduate students. Ways of reducing attrition in science and engineering degree programs in the early undergraduate years. Improving retention rates of women at critical transition pointsâ€"from undergraduate to graduate student, from graduate student to postdoc, from postdoc to first faculty position. Recruitment of women for tenure-track positions. Increasing the tenure rate for women faculty. Increasing the number of women in administrative positions. This guide offers numerous solutions that may be of use to other universities and colleges and will be an essential resource for anyone interested in improving the position of women students, faculty, deans, provosts, and presidents in science and engineering.

Although more women than men participate in higher education in the United States, the same is not true when it comes to pursuing careers in science and engineering. To Recruit and Advance: Women Students and Faculty in Science and Engineering identifies and discusses better practices for recruitment, retention, and promotion for women scientists and engineers in academia. Seeking to move beyond yet another catalog of challenges facing the advancement of women in academic science and engineering, this book describes actions actually taken by universities to improve the situation for women. Serving as a guide, it examines the following: Recruitment of female undergraduates and graduate students. Ways of reducing attrition in science and engineering degree programs in the early undergraduate years. Improving retention rates of women at critical transition pointsâ "from undergraduate to graduate student, from graduate student to postdoc, from postdoc to first faculty position. Recruitment of women for tenure-track positions. Increasing the tenure rate for women faculty. Increasing the number of women in administrative positions. This guide offers numerous solutions that may be of use to other universities and colleges and will be an essential resource for anyone interested in improving the position of women students, faculty, deans, provosts, and presidents in science and engineering.

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

The Unprecedented Tell-All Guide Through the Intricacies of Executive Recruitment The single greatest opportunity that an organization has to improve both performance and culture in one stroke lies in the hiring of a new executive—the right executive. The fresh thinking of a skilled leader has the potential to unleash innovation, empower employees, and generate wealth for the company. Similarly, a bad hire may mortally wound the organization and cause ripple effects throughout the entire economy. Hiring Greatness contains valuable insider strategies and tactics—previously only known to a handful of America's wealthiest, elite head-hunters—to attract, recruit, and retain star executives. Authors David E. Perry and Mark J. Haluska have completed more than 1800 search projects across five continents, maintaining a 99.97% success rate, and negotiating more than $380 million in salaries. Like magicians unveiling the hidden ‘tricks of the trade,' Perry and Haluska reveal: How to systematically secure—and retain—the perfect talent for your company How to keep recruiters from poaching your star executives (a good hire is relatively meaningless if they leave the company) Twenty-three questions you must ask a potential headhunter The language that makes your company the most compelling, and how HR lingo can repel the best talent Four critical turnoffs that drive great candidates away from top companies One company created $3.8 million of market value each hour, for six months, simply by hiring the right leader. Hiring Greatness takes you behind the scenes of one of the world's most profitable and secretive industries, meticulously showing how any organization can make monumental hiring decisions that lead to massive success.

This book, based on a conference, examines both quantitative and qualitative evidence regarding the low employment of women scientists and engineers in the industrial work force of the United States, as well as corporate responses to this underparticipation. It addresses the statistics underlying the question "Why so few?" and assesses issues related to the working environment and attrition of women professionals.

Recruiting Employees describes what is currently known and what remains to be learned about the processes by which organizations recruit new members. In this volume, Alison E. Barber delineates three separate stages of recruitment generating applications, maintaining applicant status, and influencing job choice and discusses existing knowledge and important unanswered questions relevant to each of these stages. She also addresses the question of whether and how recruitment influences organizational outcomes. Traditional recruitment topics such as recruitment source effects and reactions to initial interviews are covered in detail. Alternative frameworks and different research, requiring different theoretical frameworks and different research methods, are also proposed. Researchers, scholars, and students interested in studying or contributing to the research literature on recruitment will find this a valuable resource.