A Study on Workforce Development and Retention Strategies in the Construction Industry in Sri Lanka

Purpose – This paper aims to review technical vocational education and training (TVET) literature, identify different components of the TVET system and develop a conceptual framework that integrates human resource development (HRD) and national human resource development (NHRD) outcomes. The renewed focus on technical vocational education and training (TVET) is important for human resource development (HRD), as it expands current understanding of its role in economic development through workforce training. National human resource development (NHRD) perspectives recognize the role of TVET in linking regional and national economic development strategies. Furthermore, TVET’s focus on literacy education, poverty alleviation and inclusion of marginalized and vulnerable populations emphasizes social development outcomes that are critical for NHRD. Using this background, the integration of HRD and NHRD outcomes into one conceptual TVET framework for addressing workforce, economic and social development outcomes has been proposed. Design/methodology/approach – A targeted literature review approach was used for exploring relevant research on TVET systems, identifying the components which support and/or inhibit its effectiveness and an integrative framework that connects education, workforce development, social development and economic development was developed. Findings – Three major themes were identified. The first theme identifies nine sub-themes that make an effective TVET system. These are as follows: national TVET policy, regional TVET policy, training, participation, curriculum, coordination of stakeholder institutions, individual and institutional attitudes toward skill development, managing supply-demand mismatches and economic and social development outcomes. The second major theme underlines the increasing overlap and connection between workforce development, social development and economic development strategies. In the third and final finding, effective TVET systems are positioned as the linking pin connecting the four TVET components (skills, education, innovation and knowledge) to the strategic goals of workforce development, economic development and social development. Originality/value – Integrating national and organizational-based HRD strategies is a unique focus and reflects the broader examination of the differences in the relationship between corporate HRD and more traditional TVET systems. It is argued that the role of TVET in social and workforce development at the regional and societal level cannot be ignored. HRD and NHRD outcomes were integrated by utilizing TVET as a framework for linking economic, social and workforce development strategies.

This study employs the perspective of global value chain (GVC) to address the workforce development (WFD) strategies conducted by Taiwanese OEMs in China for supporting their GVC upgrading. According to the case-based empirical analysis, five major characteristics of their WFD strategies are identified: 1) Consideration of the imbalance between skills supply and demand for GVC upgrading in China; 2) Inclusion of training industry-specific skills as per international standards, 3) Emphasis on developing “soft skills”; 4) Specific training for key bottleneck positions required by GVC upgrading; 5) Establishment of innovative corporate career development initiatives. This paper contributes to the literature by promoting better understanding of the WFD strategies by Taiwanese OEMs in China as well as examining the critical role of these strategies in facilitating GVC upgrading. Further, since a variety of enterprises interviews were conducted, it answers to a recent call for using first-hand information to analyze relevant issues, providing constructive implications for other Taiwanese OEMs to overcome the critical skilled labor shortage that may hinder their GVC upgrading.

Public health nutrition workforce development is a capacity building strategy identified as a priority in the Australian National Public Health Nutrition Strategy (Eat Well Australia). Systematic and scholarly approaches to workforce development that enhance the capacity of the health system and the broader community to effectively address public health nutrition issues, are limited in Australia. The associated lack of intelligence and a range of methodological difficulties similar to those encountered in broader public health workforce research, provide the need for, and motivation for, this study. The specific objectives of this study relate to the development of workforce development intelligence that: Fills gaps in the knowledge base to inform effective workforce development ; Provides baseline data (benchmarks) for ongoing workforce development planning, evaluation, monitoring and surveillance ; and, Contributes to international scholarship regarding public health nutrition workforce development ; and, Enables the development of a strategic framework for workforce development planning in the national context. The case study research strategy used in this study involved an emergent, multi-method design involving methodological triangulation of data and consensus development. The focus of inquiry was based on a problem-based conceptual framework developed to identify intelligence needs for workforce development strategy planning. Quantitative and qualitative data were collected using five different methods including literature review, interviews with advanced-level public health nutritionists in Australia, a national public health nutrition workforce survey, an analysis of position descriptions and consensus assessment and development via a Delphi survey of an international expert panel. The collection, analysis and interpretation of data in this study focused on developing an intelligence base on six main issues pertinent to public health nutrition workforce development, including: Definitions of public health nutrition; Workforce size and composition; Workforce practices; Core workforce functions needed; Competencies required for effective public health nutrition practice; and, Continuing competency development needs. Data from these multiple methods were used to describe and interpret the determinants of workforce capacity, assisted by triangular analysis. This analysis identified a range of determinants limiting the capacity of the Australian public health nutrition workforce including; A small designated specialist public health nutrition workforce; Workforce instability associated with unsecured funding and staff turnover; Limited collaboration and partnership building practices by the existing workforce; Disorganisation of the workforce in terms of location, accountability, service mandates and support; Workforce practices are not consistent with the required work; Limited access to, and use of, public health nutrition intelligence; A workforce practice culture that does not promote research and dissemination; A lack of practice improvement and learning systems; Limited access to public health nutrition mentors; Limited incentives for practice excellence; An absence of consensus about the required work and competencies required for effective public health nutrition practice; Barriers to continuing competency development; and, Inadequate workforce preparation. This interpretive analysis provided the basis for developing a strategic framework that addresses workforce quantity, quality and performance concerns, based on workforce development strategy categories including: Building human resource infrastructure (quantity); Organisational systems and policy (performance); Intelligence support (performance); Learning systems (quality) and; Workforce preparation. This research has also provided data that can for the basis of tools such as definitions, core function statements, position descriptions and competency standards to assist public health nutrition workforce development in Australia and internationally.

There is a growing interest in Clinical Supervision (CS) as a central workforce development (WFD) strategy. This paper provides a definition of and rationale for CS, characterises its various forms, identifies selection and training issues, and advises on policy and implementation issues central to redressing shortcomings in supervision practice within the alcohol and other drugs (AOD) field. Relevant selective literature is reviewed. Key conceptual issues were identified, and strategies developed to address implementation barriers and facilitate relevant policy. There is a common conceptual confusion between administrative supervision and CS. Clarification of the role, function and implementation of CS is required. Priority issues for the AOD field include: enhancing belief in CS; ensuring adequate resource allocation; developing evaluation protocols; and addressing specific arrangements under which supervision should occur. CS has been underutilised to date but holds considerable potential as a WFD strategy. It is fundamental to workers' professional development, can contribute to worker satisfaction and retention, and may improve client outcomes. Critical next steps are to establish the generalisability to the AOD field of the benefits observed from CS in other disciplines, and evaluate longer-term gains of CS programs.

BackgroundHaving a sufficient and well-functioning health workforce is crucial for reducing the burden of disease and premature death. Health workforce development, focusing on availability, recruitment, retention, and education, is inseparable from acceptability, motivation, burnout, role and responsibility, and performance. Each aspect of workforce development may face several challenges, requiring specific strategies. However, there was little evidence on barriers and strategies towards comprehensive health workforce development. Therefore, this review explored barriers and strategies for health workforce development at the primary health care level around the world.MethodsA scoping review of reviews was conducted following the Preferred Reporting Items for Systematic Reviews and Meta-analysis Extension for Scoping Reviews. The article search was performed in Google Scholar, PubMed, Web of Science, and EMBASE. We used EndNote x9 for managing the collected articles, screening processes, and citation purpose. The scoping review included any kind of review articles on the application of health workforce development concepts, such as availability, recruitment, retention, role and responsibility, education and training, motivation, and burnout, with primary health care and published in English anywhere in the world. Based on the concepts above, barriers and strategies for health workforce development were identified. The findings were synthesized qualitatively based on the building blocks of the health system framework. The analysis involved specific activities such as familiarization, construction of the thematic framework, indexing, charting, and interpretation. The results were presented in texts, tables, and figures.ResultsThe search strategies yielded 7,276 papers were found. Of which, 69 were included in the scoping review. The most frequently cited barriers were financial challenges and issues related to health care delivery, such as workloads. Barriers affecting healthcare providers directly, including lack of training and ineffective teamwork, were also prominent. Other health system and governance barriers include lack of support, unclear responsibility, and inequity. Another notable barrier was the shortage of health care technology, which pertains to both health care supplies and information technology. The most common cited effective strategies were ongoing support and supervision, engaging with communities, establishing appropriate primary care settings, financial incentives, fostering teamwork, and promoting autonomous health care practice.ConclusionsEffective leadership/governance, a robust health financing system, integration of health information and technology, such as mobile health and ensuring a consistent supply of adequate resources are also vital components of primary health care workforce development. The findings highlight the importance of continuous professional development, which includes training new cadres, implementing effective recruitment and retention mechanisms, optimising the skill mix, and promoting workplace wellness. These elements are essential in fostering a well-trained and resilient primary health care workforce.

In tropical northern Australia the intersection of workforce shortages, high turnover and geographic location impact workforce sustainability. Inevitably, business leaders find themselves considering how to build workforces within the constraints experienced in tropical regional areas. When it comes to workforce development, the enduring question is about talent acquisition and capability. This study focused on tropical northern Queensland, a region in northern Australia ripe for economic growth, yet impacted by workforce shortages. A rapid review of the literature identified and synthesised publications about workforce development in the region to identify the key workforce development strategies utilised. The literature review identified four overarching themes that characterise workforce development strategies in northern Queensland: individual capability, industry strategies, organisational strategies, and regionalisation. The study concludes that given the changing demographic, technological and societal landscape in the region, a multi-tiered approach is needed. The findings suggest that a workforce development ecosystem could create a path towards workforce sustainability for regional areas negating the internal versus external recruitment, retention and skills development dilemma. Workforce development ecosystems could support ongoing workforce sustainability for business development in the regions with characteristics similar to those of tropical northern Australia.

This article identifies, critically appraises and illustrates the use of five key workforce turnover and retention metrics that are well suited for use by Australian rural health workforce planners. These are crude turnover (separation) rates, stability rates, survival probabilities, median survival and Cox proportional hazard ratios. Examples of their calculation are presented using actual data obtained from payroll records in Australian rural and remote health services. The use of this small number of metrics as a 'workforce measurement package' can help overcome many of the limitations evident when a single measure is reported in isolation, by providing a more comprehensive picture of turnover and retention patterns. We suggest that health services themselves can calculate the simplest measures, whereas regional and centralised health authorities with higher levels of expertise undertake survival analysis and comparisons of compiled data. These key metrics can be used routinely to measure baseline levels of health worker turnover and retention, to quantify important determinants of turnover and retention, and importantly, to make valid comparisons. This enables areas for improvement to be better targeted using appropriate retention strategies, and changes resulting from retention interventions to be evaluated effectively.

The implementation of local content policies in Saudi Arabian construction projects is a key strategy for economic diversification, workforce development, and industrial self-sufficiency under Vision 2030. This study evaluates the awareness, adoption, challenges, and impact of local content policies among government officials, consultants, and contractors using quantitative analysis of survey data from 82 respondents. Findings indicate that while 85% of stakeholders are aware of local content policies, only 15% of firms source more than 50% of their materials locally, with high costs, regulatory constraints, and supply chain inefficiencies being the most significant barriers. Chi-square tests and cross-tabulation analysis reveal a strong correlation between experience levels and local content adoption, with more experienced professionals demonstrating higher engagement in local procurement and workforce development. Despite these challenges, local content policies have shown positive economic and employment impacts, particularly in job creation and project efficiency. The study recommends regulatory reforms, targeted training programs, financial incentives, and enhanced stakeholder collaboration to increase local participation in the construction industry. Strengthening policy enforcement, supply chain networks, and workforce capabilities will be essential to achieving Saudi Arabia’s long-term localization goals and maximizing the benefits of local content integration.

Professional and workforce development is important to maintaining the safe and reliable operational integrity of the public transportation industry in the United States. This paper discusses a new concept of professional and workforce development called longitudinal training and its benefits, influences, challenges, examples, and culture. Additionally, these factors are directly associated with new advances in technology, educational techniques, paradigms, and strategies for workforce and professional development.

Hiring veterans is a valuable way through which the construction industry may overcome the workforce development challenges it faces. In spite of the several initiatives introduced by construction firms alongside the government and other stakeholders to take advantage of veteran talent, little research has been conducted to understand the impact of hiring veterans as workforce in the construction industry. Based on in-depth interviews with five veterans and one individual, all from the construction industry, this study sought to understand the positive impact hiring veterans can have on workforce development in the construction industry as well as the challenges associated with hiring veterans. According to the findings of the study, veterans possess unique skills and abilities that make them ideal for construction jobs: a strong work ethic, teamwork and leadership skills, organisation and the ability to develop action plans, resilience and problem solving skills, and cross-cultural competence.

The Australian child protection system is struggling to successfully address voluminous child protection notifications, increasing numbers of children in state care, decreasing foster-carers and chronic workforce issues. In this paper, we argue that the capacity of statutory child protection agencies to achieve their social policy objectives is severely hampered by their failure to acknowledge or challenge the competing ideologies that underpin contemporary child protection practices. This failure means that the individuals who work in this area experience contradictory demands that compromise their capacity to work effectively and often render their work conditions intolerable, amidst the ongoing threat of media criticism that they are failing. Meanwhile, children and families in need experience risk assessment and interventions often reported to be debilitating and traumatising. This paper highlights many of the problems experienced by people working in and for child protection services in Australia and advocates for urgent reform. To build more sustainable and high-quality child protection services, we argue, workforce development must be central to institutional and organisational reform. In order to achieve necessary change, improve workforce retention and the quality of work, we posit that workforce development strategies must include the reconceptualisation of underpinning ideologies and current approaches practice.

The Role of Clinical Leaders in Workforce Development and Retention in Post-Acute and Long-Term Care

BackgroundResidents of remote communities in Australia and other geographically large countries have comparatively poorer access to high-quality primary health care. To inform ongoing policy development and practice in relation to remote area health service delivery, particularly in remote Indigenous communities, this review synthesizes the key findings of (1) a comprehensive study of workforce turnover and retention in remote Northern Territory (NT) of Australia and (2) a narrative review of relevant international literature on remote and rural health workforce retention strategies. This synthesis provides a valuable summary of the current state of international knowledge about improving remote health workforce retention.Main textAnnual turnover rates of NT remote area nurses (148%) and Aboriginal health practitioners (80%) are very high and 12-month stability rates low (48% and 76%, respectively). In remote NT, use of agency nurses has increased substantially. Primary care costs are high and proportional to staff turnover and remoteness. Effectiveness of care decreases with higher turnover and use of short-term staff, such that higher staff turnover is always less cost-effective. If staff turnover in remote clinics were halved, the potential savings would be approximately A$32 million per annum. Staff turnover and retention were affected by management style and effectiveness, and employment of Indigenous staff.Review of the international literature reveals three broad themes: Targeted enrolment into training and appropriate education designed to produce a competent, accessible, acceptable and ‘fit-for-purpose’ workforce; addressing broader health system issues that ensure a safe and supportive work environment; and providing ongoing individual and family support.Key educational initiatives include prioritising remote origin and Indigenous students for university entry; maximising training in remote areas; contextualising curricula; providing financial, pedagogical and pastoral support; and ensuring clear, supported career pathways and continuing professional development.Health system initiatives include ensuring adequate funding; providing adequate infrastructure including fit-for-purpose clinics, housing, transport and information technology; offering flexible employment arrangements whilst ensuring a good ‘fit’ between individual staff and the community (especially with regard to cultural skills); optimising co-ordination and management of services that empower staff and create positive practice environments; and prioritising community participation and employment of locals.Individual and family supports include offering tailored financial incentives, psychological support and ‘time out’.ConclusionOptimal remote health workforce stability and preventing excessive ‘avoidable’ turnover mandates alignment of government and health authority policies with both health service requirements and individual health professional and community needs. Supportive underpinning policies include:Strong intersectoral collaboration between the health and education sectors to ensure a fit-for-purpose workforce;A funding policy which mandates the development and implementation of an equitable, needs-based formula for funding remote health services;Policies that facilitate transition to community control, prioritise Indigenous training and employment, and mandate a culturally safe work context; andAn employment policy which provides flexibility of employment conditions in order to be able to offer individually customised retention packagesThere is considerable extant evidence from around the world about effective retention strategies that contribute to slowing excessive remote health workforce turnover, resulting in significant cost savings and improved continuity of care. The immediate problem comprises an ‘implementation gap’ in translating empirical research evidence into actions designed to resolve existing problems. If we wish to ameliorate the very high turnover of staff in remote areas, in order to provide an equitable service to populations with arguably the highest health needs, we need political and executive commitment to get the policy settings right and ensure the coordinated implementation of multiple strategies, including better linking existing strategies and ‘filling the gaps’ where necessary.

This chapter delves into the compelling intersection of Artificial Intelligence (AI) and Human Resource Management (HRM) with a focus on the transformation of workforce development strategies. In light of the rapidly evolving technological landscape, organizations are increasingly turning to AI-driven solutions to optimize their HRM practices. The primary motivation behind this study is to elucidate the profound impact of AI on workforce development within the HRM domain. As AI technologies continue to mature and gain prominence, understanding their role in learning and training becomes paramount for HR professionals, educators, and organizational leaders alike. The study seeks to uncover the ways in which AI is revolutionizing traditional approaches to talent development and learning, thereby enabling organizations to stay competitive in an era of rapid change. The chapter reveal a multifaceted transformation in HRM, where AI-driven tools and applications are enhancing the effectiveness and efficiency of workforce development initiatives. By leveraging machine learning, natural language processing, and other AI techniques, HR professionals can better identify individual learning needs, personalize training content, and provide timely feedback to employees. Moreover, AI is shown to facilitate continuous learning and adaptability, aligning workforce skills with the evolving demands of the digital age. The implications of this study are far-reaching. As organizations embrace AI for workforce development, they can expect to witness improved employee performance, higher engagement levels, and increased retention rates. Moreover, the integration of AI-driven learning solutions can help organizations reduce training costs and time while simultaneously enhancing the quality of training programs. However, the study also underscores the importance of ethical considerations, data privacy, and the need for responsible AI implementation in HRM. This chapter underscores the imperative of adapting workforce development strategies in response to the AI revolution in HRM. The results illuminate the potential benefits and challenges associated with AI integration, providing valuable insights for HR practitioners and decision-makers aiming to navigate the evolving landscape of talent development in the digital era.

This panel provides a unique exchange of e-commerce workforce development strategies and models among industry and academic participants. The moderated dialogue will center on five topics: a) the issue of e-commerce ownership within organizations, b) the unique relationship among strategy, development methodology, and project management within an e-commerce environment, c) the composition of e-commerce development teams, d) workforce development strategies for e-commerce, and e) projected demand for specific skill sets, tools, and technologies. The rich experiences and organizational models presented by this panel will illuminate issues and strategies facing both Internet-based organizations and traditional organizations moving into e-commerce.The panelists represent a diverse range of industries and experiences, including professional service firms, a leading futures exchange organization, and an innovative graduate degree program in e-commerce. The three professional service firms on the panel include a full service firm specializing in Internet-based solutions (USWeb/CKS), a leading IT and management consulting firm with a strong focus on e-business strategies (Andersen Consulting), and an IT consulting firm specialized in technology and integration solutions that is moving toward a focus on e-business (Whittman-Hart). The panelists' experiences in the e-commerce market space are different, and their approaches to workforce development also vary. For example, USWeb/CKS has taken an aggressive acquisition and consolidation approach to become a leading full-service provider for Internet solutions. This enabled them to integrate strategy, marketing, branding, design, communications, usability, content development, software engineering, and data mining. They employed extensive skill mapping and team building among 35 units in order to provide integrated support for clients. Their experience provides insights into both internal workforce development and how professional service firms can augment client resources in knowledge transfer and workforce development. Whittman-Hart, with strong experience in technology services and systems integration, is entering the e-commerce market via the support of the Whittman-Hart Institute of Strategic Education.In contrast to the professional service firms, the issues and strategies of the Chicago Board of Trade magnify those experienced by many corporations in deploying intranets, public and proprietary web sites. The CBOT experience is particularly enlightening because of the information-intensive and technology-dependent nature of their business. The panel will also examine how DePaul University's School of Computer Science, Telecommunications and Information Systems responded to industry needs through is innovative M.S. program in E-Commerce Technology. The DePaul program is notable as the first program that places equal emphasis upon both e-commerce business models and the underlying technological skills needed to implement them. By assessing the program's applicability to business needs, the panel will also be providing guidance for other universities seeking to expand their e-commerce offerings.