Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work. Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won't accept jobs at the wages offered. In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off. Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault? Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America's job engine again.

Book & CD-ROM. Ask any manager today and they will say their biggest concern is the competition for talented, good employees. The business costs and impact of employee turnover can be grouped into four major categories: costs resulting from a person leaving, hiring costs, training costs and lost productivity costs. The estimated cost to replace an employee is at least 150 percent of the person's base salary. As you can see, managers must learn to hire, train and keep your employees highly motivated. This book will help you to learn the fundamentals of sound hiring, how to identify high-performance candidates and how to spot evasions. You will learn to create a workplace full of self-motivated employees who are highly purpose-driven. The book contains a wide assortment of carefully worded questions that help to make the process more effective. Innovative step-by-step descriptions of how to recruit, interview, hire, train and keep the best people for every position in your organisation. This book is filled to the brim with innovative and fun training ideas (that cost little or nothing) and ideas for increasing employee involvement and enthusiasm. When you get your employees involved and enthused, you will keep them interested and working with you, not against you. With the help of this book, get started today on building your workplace into one that inspires employees to do excellent work because they really want to!

This book is an information packed overview of how to structure a data science career, a data science degree program, and how to hire a data science team, including resources and insights from the authors experience with national and international large-scale data projects as well as industry, academic and government partnerships, education, and workforce. Outlined here are tips and insights into navigating the data ecosystem as it currently stands, including career skills, current training programs, as well as practical hiring help and resources. Also, threaded through the book is the outline of a data ecosystem, as it could ultimately emerge, and how career seekers, training programs, and hiring managers can steer their careers, degree programs, and organizations to align with the broader future of data science. Instead of riding the current wave, the author ultimately seeks to help professionals, programs, and organizations alike prepare a sustainable plan for growth in this ever-changing world of data. The book is divided into three sections, the first “Building Data Careers”, is from the perspective of a potential career seeker interested in a career in data, the second “Building Data Programs” is from the perspective of a newly forming data science degree or training program, and the third “Building Data Talent and Workforce” is from the perspective of a Data and Analytics Hiring Manager. Each is a detailed introduction to the topic with practical steps and professional recommendations. The reason for presenting the book from different points of view is that, in the fast-paced data landscape, it is helpful to each group to more thoroughly understand the desires and challenges of the other. It will, for example, help the career seekers to understand best practices for hiring managers to better position themselves for jobs. It will be invaluable for data training programs to gain the perspective of career seekers, who they want to help and attract as students. Also, hiring managers will not only need data talent to hire, but workforce pipelines that can only come from partnerships with universities, data training programs, and educational experts. The interplay gives a broader perspective from which to build.

When Joe Otto accepted the job to lead a wagon train to California, the last thing he expected was to be asked to marry Mr. Heller’s daughter. Still pining over the one that got away, he’s not sure he has it in him to open his heart to another woman. Mr. Heller assures him the arrangement will only be temporary. Once Joe delivers her to her aunt and uncle in California, he can annul the marriage. Joe can use the money, and besides, it’s only a temporary arrangement. She won’t be his wife for the rest of his life. Reassured by this logic, he agrees to the marriage contract. Michelle Heller knows the only way she’s going on the wagon train is if she has a husband, so she readily accepts the deal her father makes with Joe. What she doesn’t expect, however, is that her new husband is the most attractive young man she’s ever seen. Over and over, she has to remind herself their marriage isn’t real. It’s only borne of necessity. But as the days pass on the trail, it’s harder to remember their marriage is only on paper, and it seems the two are at odds as to what they want this marriage to be. After Joe watched the woman of his dreams start a life with someone else, he vowed he would never open himself up to being hurt again. Can Michelle break through his wall, or will she have to annul the marriage once she reaches California?

Provides practical advice to help you hire, test, train, and retain shelvers.