Maine civilian labor force estimates.

"A statistical data series publication of the Economic and Demographic Research Group."

A chartbook of international labor comparisons : United States, Europe, Asia /

"This chartbook provides comparable information that can be used to assess United States (U.S.) economic and labor performance relative to other countries and to evaluate the competitive position of the U.S. in international trade." -- Foreword.

The industrial bulletin of the Department of Labor.

Formed by the union of the Labor market bulletin and the Industrial bulletin.

Three Essays on the Economics of International Migration [electronic resource].

requirements for Filipino performing artists, effectively closing this migration channel. I employ a difference-in-differences estimation strategy using the share of performing artists at baseline in each Philippine province as a continuous policy variable. International migration falls in response to the policy change by 1.2%. The effect on international migration is larger than the policy change itself would suggest, indicating the importance of spillovers across migrant occupations. Domestically, more children are employed, and adults are more likely to be unemployed or engaged in short-term work.

Improve career decision making /

Mode of access: Internet.

Estimating educational attainment of future employment demand for states /

"New York State Department of Labor, Division of Research and Statistics, Bureau of Labor Market Information."

Utah increases placements using current occupational data : [how current occupational supply and demand information can be used to increase local office placcements in Utah /

Cover title.

Estimating annual job openings resulting from occupational and geographic outmobility for states and areas /

Mode of access: Internet.

Area trends in employment and unemployment /

Previously classed L 34.9: and L 7.51/3:

Size of reporting unit (i.e., number of employes) by industry : first quarter.

WI docs no.: EMP 1.3/2:221.1-221.18

Area trends in employment and unemployment.

Supplements issued bimonthly, April 1961-June 1963.

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.

Accessing talent : the foundation of a U.S. Army Officer Corps strategy /

This is the fourth of six monographs focused upon officer talent management in the U.S. Army. In it, the authors continue their examination of how the U.S. Army accesses, develops, retains, and employs officer talent. In particular, they focus upon the ways in which dynamic labor market conditions and generational preferences have shaped service propensity among potential officer prospects.

The Industrial bulletin.

Title from cover.

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

Efficient talent employment is at the core of the Army Officer Human Capital Model. However, the Army's current employment paradigm is unequal to the needs of a professional, volunteer Army facing the twin challenges of a competitive labor market and an increasingly complex global operating environment. It unduly prioritizes "fairness" when making assignments, has a narrowly defined pathway to senior leadership ranks, cannot see the talent it possesses, and suffers from severe principal-agent problems. Optimal employment theories, information age tools, and well-regulated market mechanisms can help the Army match individual officer talents against specific work requirements, reducing risk and achieving the depth and breadth of talent it needs, both now and in the future.