Information series /

GeoRef

U.S. metric study interim report : international trade /

"Eighth in a series of reports prepared for the Congress."

Cooperative mining series. Bulletin [1]-33.

No. 33 is the final no. of this series.

Quick bibliography series.

Description based on: 91-72, published in 1991.

PSM-1- Marketing information series.

PSM stands for Poultry section marketing.

Research reporting series.

Description based on: EPA-650/1.

Natural history handbook series.

Set includes revised editions of some issues.

Sixteenth census of the United States: 1940. Housing. Supplement to the first series [Data for small areas] Block statistics for cities.

Typed title page.

Economic series /

Each issue has a distinctive title.

A guide to major job accounting systems : the Logger system of the UNIVAC 1100 series operating system /

Includes bibliographical references.

National Institute on Drug Abuse statistical series.

Discontinued

National standards organizations : supplement to the global market survey series.

"April 1983."

Towards a U.S. Army officer corps strategy for success : retaining talent /

Over the last 3 decades, dramatic labor market changes and well-intentioned but uninformed policies have created significant officer talent flight. Poor retention engenders substantial risk for the Army as it directly affects accessions, development, and employment of talent. The Army cannot make thoughtful policy decisions if its officer talent pipeline continues to leak at current rates. Since the Army cannot insulate itself from labor market forces as it tries to retain talent, the retention component of its officer strategy must rest upon sound market principles. It must be continuously resourced, executed, measured, and adjusted across time and budget cycles. Absent these steps, systemic policy, and decisionmaking failures will continue to confound Army efforts to create a talent-focused officer corps strategy.

Towards a U.S. Army officer corps strategy for success : developing talent /

Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.

Sitting in with the supervisory committee : a series of conversations on the powers, duties and functions of the supervisory committees of federal credit unions /

Cover title.