ACT School Codes and College Codes for Score Reports

ACT School Codes and College Codes for Score Reports SAT / ACT Prep Online Guides and Tips Have you taken the ACT or will you be taking it in the future?If so, you may have heard of ACT college and school codes. These codes are used to ensure that your ACT scores get sent to the proper school. Read on to learn everything you need to know about them. What Are ACT College and School Codes? ACT college codes are four-digit codes used to differentiate between different schools.Each college and university in the United States has its own unique ACT code.ACT, Inc., the company that creates and distributes the ACT, uses these codes as a way to reduce miscommunication and ensure that student ACT scores are sent to the correct schools. What Are ACT College and School Codes Used For? ACT college codes are used by ACT, Inc. to make sending official ACT score reports to universities easier and more accurate.When you register for the ACT, you have the option of sending your official scores to up to 4 colleges for free. Sending your ACT scores to a school lets them know you are interested in them. If you decide to apply to a school you sent your ACT scores to, those scores can be used as part of your application.The ACT school codes make it simple for you to choose which schools you’d like your scores to be sent to and minimizes the possibility of confusion there might be if you wrote or typed out school names. For example, if you wrote â€Å"Texas University† as one of the schools you’d like your scores to be sent to, ACT, Inc. wouldn’t know if you wanted your score sent to University of Texas at Austin, Texas AM University, or a different school entirely.ACT college codes help prevent this type of confusion. If you are sending SAT scores to schools, be aware that you cannot use ACT codes to do this.The SAT has its own list of college codes. ACT codes help reduce confusion when you choose which schools to send your scores to Where Can You Find ACT College and School Codes? While registering online for the ACT,there will be a section for you to enter up to 4 different school codes.When registering, you can search by code number if you already know the ones you need, or you can search for the names of the schools you’d like your scores to be sent to, and when you select them their school code will be automatically filled in on the registration form (see the screenshot below). If you’d like to look at the school codes before registering for the ACT or send your scores to more schools after taking the test, you can also search for ACT school codesand see the complete list of codes. If you’d like to send your scores to more schools after you receive your ACT scores, you can do so by calling, mailing, or submitting a request online.You do not need to have any codes memorized on the day of the ACT. That's one less thing to worry about! Note that while you can send your ACT scores to up to four schools when you register for the test, after those four schoolsthere is a charge (usually $12) for each additional school you choose to send your scores to. Summary ACT college and school codes are used to make sending your score reports to colleges easier and less confusing. ACT, Inc. has assigned each college and university in the United States a unique four-digit code. You will pick up to four schools you'd like your scores to be sent to when you register for the ACT, and you can also send additional score reports after you take the test. If you also want to send SAT scores to schools, you'll need to use a different set of codes. What's Next? Trying to get a high ACT score?Of course you are! We have a list of 21 tips to help you raise your ACT score! Wondering how you should study for the ACT? We've compiled a list of the best ACT prep websites that you should be using. What other information is important to know before taking the ACT?Check out our guide on the ACT rules you need to know before taking the exam. Want to improve your ACT score by 4+ points? Download our free guide to the top 5 strategies you need in your prep to improve your ACT score dramatically. Have friends who also need help with test prep? Share this article! Tweet Christine Sarikas About the Author Christine graduated from Michigan State University with degrees in Environmental Biology and Geography and received her Master's from Duke University. In high school she scored in the 99th percentile on the SAT and was named a National Merit Finalist. She has taught English and biology in several countries. 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5 Tips About Freelance Work

5 Tips About Freelance Work 5 Tips About Freelance Work 5 Tips About Freelance Work By Mark Nichol Self-employment is not for everyone, but many publishing professionals thrive, or at least survive, in a freelance capacity. Before you decide whether to join them, however, keep these factors in mind: You probably won’t get rich from freelance writing or editing, but the qualitative rewards are manifest. Self-employed editorial professionals are hereby excused from useless, time-wasting, poorly run meetings. (Freelancers sometimes need to attend in-person or online meetings as part of a project they’ve been hired for, but such gatherings tend to be more efficient than the average company or department to-do.) Freelancers also are fortunate enough to be able to avoid demoralizing company policies, depressing workplace ambience, petty office politics, inept managers, and annoying colleagues. Then there’s that whole commuting thing and no traffic reports (unless you want to tune in just for the sake of nostalgia). When you work at home, you also get to choose what kind of clothes you wear or whether you wear anything at all. But self-employment is a challenge, especially for those who do not have a strong aptitude for business management after all, you, as a freelancer, are running a business. Therefore, you have no one but yourself (unless you hire someone) to manage your finances or your marketing. Each year, if you’re a US citizen, you must submit a profit-or-loss statement and figure (and pay) a self-employment tax, and you should always be working on getting your next project while you’re completing your current one. Furthermore, your income will be variable. And if you’re paid a flat fee, false starts and dead-end ideas don’t earn you any money. Fiction writers, especially, have to put in seemingly endless hours in a gamble to earn a decent living in royalties and you’re nowhere near done even when the not-so-final draft of your manuscript is accepted. Still determined to go independent? Then follow my advice: 1. Find an anchor client. Your first priority is to enter into a relationship with a company that provides you with a steady source of work that provides you with enough income to get by. Everything else is just frosting on the cake, but bake the cake first. 2. Don’t be particular at first. Certainly, you should search your soul for what kind of content you’d like to work on. But when you’re starting out, accept any assignment that involves writing or editing words and, even though you should have a pay range in mind, be prepared to accept less compensation than is ideal. You can always ask for a â€Å"raise† later, and you can always increase your rate when you are engaged by new clients. 3. Be flexible about your rates. I’ve varied my hourly editing rate by up to $50, depending on the client. Online research will yield extensive information about the market rate for writing and editing in various media, in different industries, and so on. You may very well end up straddling two or more markets, and your pay rate may vary substantially. (Also, if you’re asked what rate you’ll accept, rather than offered one, propose a range with a $5-$10 differential starting at your minimum.) 4. Don’t give up your day job. Not right away, at any rate. Nights, weekends, summer vacations for educators these are the opportunities to wade into the freelance pool. Even if your steady job is making you mentally unsteady, stick it out until you have an anchor client. The transition period may exhaust you as you try to juggle full-time work, your personal life, and your efforts to start your own business, but you may be able to jettison your job sooner than you think. (Or you can work for a part-time salary and be self-employed, too.) 5. Keep it simple. You don’t need much in the way of infrastructure. You can probably get away without business cards. You don’t need a fancy-looking invoice template. Some self-employed people rent a small office or use an outbuilding as a way of separating their professional life from their personal one, but few of us can afford that luxury. Turning a spare room into an office, or using an existing study, or even setting aside part of a bedroom or a family room, is sufficient for most people. (But make sure others in your household know that when you’re on the clock, you’re off limits.) Remember, too, that self-employment will always be hard work but virtually any employment is a hard work, and being your own boss is its own reward. Note: The DWT Freelance Writing Course will re-open September, so stay tuned. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Freelance Writing category, check our popular posts, or choose a related post below:100 Beautiful and Ugly WordsOne Sheep, Two Sheep, One Fish, Two Fish . . .Passed vs Past

IMPACT OF KNOWLEDGE MANAGEMENT SYSTEMS ON INNOVATIVENESS IN ITRC Research Paper

IMPACT OF KNOWLEDGE MANAGEMENT SYSTEMS ON INNOVATIVENESS IN ITRC - Research Paper Example If the knowledge management system of Iran Telecommunication Research Center (ITRC) is efficient and effective, then innovativeness in the telecom industry will be enhanced by improving the knowledge management process, knowledge creation and knowledge sharing. There are 64 respondents in this study who comprises of 49 males and 15 females. The majority of these respondents are graduates of technical fields such as computer science, digital communication, and telecommunication engineering.Among the respondents,12.5% are Ph.D. holders,18.75% have a master’s degree,25% have a bachelor’s degree,31.25% have an associate degree and 12.5% have a diploma or a technical graduate diploma (Aghmyoni, 2012) The research has obtained valuable data in areas that include different types of managerial decision effects on knowledge creation process, requirements in knowledge creation process, impressive organizational cultures that are useful in knowledge creation and sharing. The available data include the data from a comparative analysis that is coded and classified. Based on the analysis and classification results, the most important type of decision in the managerial level that has the greatest effect on knowledge creation according to the survey is senior managers’ support followed by creation of a cultural context and lastly being thoughtful managerial

Moghul Muslim Art Essay Example | Topics and Well Written Essays - 2000 words

Moghul Muslim Art - Essay Example Modern scholars have also tended to misinterpret these images, either as a sign of Mughal cultural capitulation to the West, or as a brief and superficial fad for exotica. Both views misunderstand the Emperors' intentions and underestimate their learning and shrewdness. The Mughals consciously appropriated Euro-Christian art as a vehicle for their message of universal supremacy and divinity. Indeed, the Mughal saints' pictures did not simply serve an aesthetic function, but played a vital role in the culture of the Mughal court.2 The Emperors and their artists took on Catholic art because they were intrigued by its affinities with Islamic, Mongol, Hindu, and especially Sufi symbols and themes, and entranced by its realism and spiritual energy. In the foregoing analysis, focusing on Manohar's art, the Western European influence on the Moghul Muslim artistic genre will be highlighted and its implications investigated. Manohar began his career in the 1580s, but only developed a style truly his own by the 1590s.3 Manohar spent the 80s and early 90s collaborating with his father, Basawan,4 on manuscript illustrations, and also imitated his works in the European style. More so than Basawan, Manohar came to appreciate European paintings and engravings, and by the advent of the third Jesuit mission in 1595 he appears to have succeeded Kesu Das as Akbar's chief specialist in Christian art. He later used his skills in pictorial realism to serve Jahangir as one of his principal portraitists. Manohar's early work, likely produced around 1590, after the court had moved to Lahore (1585), does not yet exhibit the love for crowded scenes and pageantry which characterized his work from the mid-l590s.5 Distinct from his father's style and that of the earlier Moghul painters, is a tendency toward crisp, hard outlines and a more linear treatment of modelling, with less interest in spatial depth.6 His drawings have a very finished, burnished appearance characterised by a reticent elegance. When comparing Manohar's paintings with those of his father and other earlier Moghul painters such as Kesu Das, one finds that even though their influence is apparent, there are evident differences. Differences, for example, are clear in Manohar's version of Basawan' s Jerusalem drawing, in Tehran.7 Here, Manohar has copied the earlier work [Fig. 62] with extreme precision, and has even worked out the problem of drapery more logically than his father, but it feels colder. The figure on the left, adapted from Basawan's Guimet 3619.J.a., is also given a more solid, finished appearance than its model-the artist has combed her hair and trimmed her weeds. Another work in a similar vein, although also betraying the influence of Kesu Das, is a high-quality painting in Boston depicting a Basawan-style woman enthroned in a palace interior with an attendant.8 Like many of the scenes of courtly life, this picture places the women in a pavilion reminiscent of Kesu Das' St. Matthew [Fig. 42]. The parted red curtain, shaded in the subtler manner of Manohar, reveals the usual "mystical chapel," complete with altar, chalice, and a censer or vigil light. Typically, Manohar has closed off the landscape with a wall, narrowing the depth of the scene.9 The central

Analysis of the Discourse and Rhetoric since September 11 Essay

September 11, 2001. After terrorists hijacked four American airliners, toppling the World Trade Center in New York and damaging the Pentagon just outside Washington, rhetoric in various circles of the West among authors, theorists, and pundits centered around a number of interesting topics. The nature of evil has become a topic over which much debate and rhetoric has ensued. Some have used it as a means by which they can explain these actions, whereas others see it as an obstacle to a proper explanation. Even others see it as false, but a necessary falsehood for the war effort. Furthermore, the debate over if, or the extent to which, United States and Western foreign policy contributed to these attacks has also stirred passions on both sides of the argument. My intention is to engage in an analysis of the discourse and rhetoric since September 11. Discourse can be defined as the production of knowledge through language (Hall 201). Certainly, events such as those that occurred on September 11 lead to a production of knowledge, or, at the least, attempts at understanding. Language is being used in very interesting ways by many people in an attempt to produce knowledge or understanding since September 11. I have selected both public figures and intellectuals for this discursive evaluation in order to make a sufficient analysis. There is a dichotomy between the context within which public figures such as the Reverend Billy Graham and President George W, Bush speak and academics or literary figures such as Stanley Fish, Edward Said, and Salman Rushdie. Part of this dichotomy, undoubtedly, exists because of the accountability of public figures to those they represent. One of the first references to evil in the wake of t... ...ction to Modern Societies. Ed. Stuart Hall et al. Polity Press. 184-227. Kurtz, Stanley. â€Å"Edward Said, Imperialist.† The Weekly Standard. 8 October 2001: 33-35. Rushdie, Salman. â€Å"Fighting the Forces of Invisibility.† The Washington Post. October 2, 2001: A25. --------. â€Å"Yes, This Is About Islam.† The New York Times. 2 November 2001. 12 December 2001 . Said, Edward. â€Å"Islam and the West are inadequate banners.† The Observer. 16 September 2001. 12 December 2001. . ---------. â€Å"The Clash of Ignorance.† The Nation. 22 October 2001. 12 December 2001 . Williams, Raymond. Keywords: A Vocabulary of Culture and Society. New York: Oxford University Press, 1985.

Weak People in the Bible

Regard For Those Who Are Weaker In Society Written in Torah are lessons and stories about how God created Earth, animals, plants, day and night, the sun, and also how God created man to dominate over all living things. Within Torah is a story of Abram and his relationship with God. Abram or Abraham had a covenant with God. God promised to bless the nation and Abraham. Abraham had no rules or law to follow he simply had to have faith in God and believe in him. God said to Abraham â€Å"†¦ You shall be the ancestor of nations.No longer shall your name be Abram but your name shall be Abraham; for I have made you the ancestor of nations. I will make you exceedingly fruitful; and I will make nations of you, and kings shall come from you. I will establish my covenant between me and you, and your offspring after you throughout their generations, for an everlasting covenant, to be God to you and to your offspring after you. And I will give to you, and to your offspring after you, all t he land of Canaan, for a perpetual holding; and I will be their God† (Genesis 17:4-8).The covenant between Abraham and God said that Abraham was blessed and so his descendants shall be blessed, so they were. Moses, one of Abraham’s descendants, was spoken to by God and he was told to go into Egypt and rescue the Israelites from slavery. Moses did what God had asked of him and rescued the Israelites; they were weak, poor and in bad shape. God had mercy on them and he heard their cries and helped. He made another covenant and this time it was a bit different. He promised to make the Israelite his treasured people if they would agree to follow and keep his commandments.This was good for the Israelites because they came from a place where times were hard and God saved them and made them his people. Torah instructs the Israelites to follow the laws given to them through the covenant between themselves and God. Morally the Israelites are to treat others as they would like to be treated. They were once slaves to the Egyptians and treated very poorly. The Israelites should have mercy on others less privileged because God had mercy on them. When Moses was leading the Israelites out of Egypt they were not completely grateful.They complained to Moses. The Israelites said â€Å"If only we had died by the land of Egypt, when we sat by the fleshpots and ate our fill of bread; for you have brought us out into this wilderness to kill this whole assembly with hunger† (Exodus 16:3). With the complaints and cries from the Israelites, God sent them bread to eat and gave them only one rule. They were not to take more than a day’s worth of bread at a time. Even though God gave the Israelites laws he still had mercy on them and helped them when they cried out.The laws were a test of faith and trueness between God and the Israelites. God helps those in need, when they are really in need of help. Since the Torah is written to the Israelites it should be read as a lesson and the lessons should be taken into consideration to the readers. There are many commandments that the Israelites are instructed to follow. A lot of them have to do with regard for those who are weaker in society. Just like God had mercy on the Israelites, the Israelites should have mercy on others because they once were the weaker persons in society.

Recruitment and Retention of Knowledge Workers - Free Essay Example

Sample details Pages: 8 Words: 2303 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Review Did you like this example? Introduction The professional services sector is largely comprised of highly skilled, specialist knowledge workers, with an array of qualifications, expertise and experience (Suddaby, Greenwood and Wilderom, 2008). According to Newell, Robertson, Scarbrough and Swan (2009, p. 18), knowledge workers, also known as gold collar workers, are individuals with a high level of education and specialist skills, combined with the ability to apply these skills to identify and solve problems. Don’t waste time! Our writers will create an original "Recruitment and Retention of Knowledge Workers" essay for you Create order It is these characteristics of knowledge workers that creates both opportunities and challenges for the Human Resources (HR) functions of professional services organisations. The highly skilled nature of knowledge workers makes them very attractive to organisations seeking to deploy their human capital for strategic advantage (Kelly, Mastroeni, Conway, Monks, Truss, Flood, and Hannon, 2011). At the same time, knowledge workers are less apt than their less skilled counterparts to remain in one position for an extended period of time (Vaiman, 2010). Scarbrough (1999), for instance, suggested that one of the most salient characteristics of specialist, skilled professional workers is their lack of an occupational identity. This makes them organisationally and occupationally fluid, which creates a retention challenge for HR managers. With this context in mind, this paper identifies strategies that a growing professional services organisation could use to attract and retain highly skilled workers. The strategies that are highlighted are predicated on the assumption that professional services organisations are not able or willing to use pecuniary reward as a means of increasing their appeal to these specialists. Recruitment is concerned with the set of processes utilised by business organisations to identify a sufficient pool of candidates from which they can select an employee (Wilton, 2013). However, recruiting is not as straightforward as it might seem. There are a plethora of methods and strategies that organisations can use in order to increase their appeal to job hunters, and thereby increase the pool of talent from which they are able to apply their selection procedures (Hiltrop, 1999). What is important is that the recruitment policies, practices and procedures are carefully designed with the needs of both the organisation and the candidates in mind. This question about the optimal design of recruitment and hiring practices was considered by Horwitz, Hen g and Quarzi (2003). Those authors conducted a survey of Chief Executive Officers (CEOs) and HR directors in a range of organisations that rely on a highly skilled and specialist workforce. The research identified two key strategies that the companies used for attracting skilled workers: carefully designed recruitment strategies and the provision of opportunities for career and talent development. Of the recruitment strategies that were utilised most effective strategies were the use of targeted media advertising, and, to a lesser extent, the use of headhunters (Horwitz et al, 2003). The authors suggested that targeted media advertising is more effective than general advertising because candidates for specialist roles are characterised by occupational fluidity and are therefore more likely to keep an eye on the job market by scanning the recruitment media that are specialist to their roles. Headhunters and other specialist external recruitment agencies are also likely to have access to large databases of potential candidates, many of whom they may have aided in finding work before (Wilton, 2013). The professional services firm may therefore find it easier to identify and locate a pool of suitable candidates for its specialist roles if it outsources its search and hiring activities to an agency that specialises in such activities. Importantly, research suggests that the organisation needs to take into account the nature of the external business environment in designing their recruitment strategies. In particular, the extent to which there exist a tight labour market is vital (Wilton, 2013). A tight labour market is one in which there is intense competition for a relatively short supply of workers, and skills shortages exist. This is certainly the case in the professional services sector (Hor and Keats, 2008). Where a tight labour market exists, a firm may be required to adopt more creative recruitment and hiring practices. One way of overcoming the challenge of recruiting highly skilled professional workers would be to extend the reach of the search (Vaiman, 2010). One of the key features of highly skilled, specialist knowledge workers is their geographical mobility. Since these gold collar workers apply their intellect and intelligence rather than their physical labour to work activities, they are also able to work remotely (Vaiman, 2010). This means that a professional services firm that is struggling to identify appropriate workers locally might be able to find skilled candidates by extending the search in geographical terms (Richardson, McBey and McKenna, 2008). Interestingly, one of the most effective ways to attract skilled workers identified in the Horwitz et al (2003) research is for the firm to have a reputation as an employer of choice (p. 32). Reputation is thought to be an important factor in enhancing attractiveness for reasons relating to both the labour market as well as to the characteristics of the knowledge workers (Sutherland, Torricelli and Karg, 2002). First, a good reputation enables an employer to gain a competitive edge when it is competing for scarce talent in a highly competitive labour market. Second, because of their skills and abilities, knowledge workers are in a good position to be selective in their choice of employer. A good reputation, particularly in terms of working conditions is one way in which a growing firm can attract candidates from their rivals. Giauque, Resenterra and Siggen (2010) see reputation as particularly important to young professionals, because these individuals are sensitive to the way in which their own image is projected, and view their own image as reinforced and reflected by the corporate image. For this reason, knowledge workers, very mobile and anxious to retain an important employability, will therefore invest more sustainably in a prestigious organization rather than in an organization that does not enjoy a positive image (Giauque et al, 2010, p. 19 0). The HR function has a key role here in ensuring that working conditions are organised and arranged in such a way as to support the development of the firms reputation as a good employer (Wilton, 2013). This will include such aspects as managing the relationship between the employees and the employers (through aspects such as ensuring that conflicts are resolved adequately or enhancing employee voice), developing, managing and coordinating appropriate reward packages, providing training and development initiatives and interventions and ensuring safety and wellbeing (Wilton, 2013). Strategies to aid retention of highly skilled specialists Empirical research suggests that the way in which work activities are designed should be commensurate with the nuanced needs of specialist skilled workers (Newell et al, 2009). Since highly skilled professionals tend to rely on their intellect and expertise in the performing of their workplace tasks and activities, they may demand and require less in the way of workplace monitoring and control, and greater autonomy (Holland, Hecker and Steen, 2002). Indeed, there is some evidence that granting skilled workers autonomy over the way in which they approach their organisationally designated tasks can lead them to be more committed both to their jobs and to their employers (ODonohue, Sheehan, Hecker and Holland, 2007). This could include delegating these workers managerial control over tasks and activities or allowing them flexibility and mobility in terms of their work schedules. Furthermore, skilled workers seem to prefer to work in organisations with flatter organisational structures , for these are facilitative of trust-oriented relationships and hierarchical structures undermine their need for autonomy (Newell et al, 2009). The new, Strategic Human Resources function can help to support job design and organisational (re)structuring because of its role as a strategic business partner (Teo, Lakhani, Brown and Malmi,2008). The design of work should be considered as a key HR practice that supports the achievement of the organisations goals. More specifically, it is recommended that the organisation offers its skilled workforce autonomy and control over their mandated tasks and activities, and that the organisation moves towards a flatter structure if it is serious about wishing to retain its specialist workers. Alvesson (2000) has argued that while knowledge workers may not necessarily have an occupational identity, they do have a professional identity and seek communitarian and peer collegiality through their employment choices. This suggests that skilled work ers that are provided with a sense of belonging will be more likely to remain with the organisation and resist the enticements of the firms competitors (Alvesson, 2000). There are a number of ways in which the development of a social and professional identity can be supported through HR initiatives. First, skilled workers can be supported to join and progress through the ranks of relevant professional bodies or learned societies (Hor and Keats, 2008). This might mean paying membership fees, providing workers with time off so that they are able to take up learning and training programmes, or providing internal training to support workers upskilling ambitions (Newell et al, 2009). Benson and Brown (2007) add that supervisor and co-worker support are key to the development of peer collegiality, and reducing turnover intentions. Co-worker support can be stimulated by the organisation of workers into teams, as appropriate to the task, and providing workers with adequate training to under take team-based work whilst maintaining individual levels of autonomy. Supervisor support can also be encouraged through the careful design of line manager training schemes. Aside from salary, the aspect of work that was identified in the Horwitz et al (2003) research as making the greatest contribution to knowledge workers organisational commitment were opportunities for promotion and personal and professional development. As Giaque et al (2010, p. 191) note, a willingness to develop skills, whether by means of training or other career development activities, indicates to employees that the organization considers its human capital to be a source of competitive advantage. Offering skilled workers the ability to engage in continuing professional education serves two purposes. First, it communicates to the employee the desire on the part of the company to forge long term relationships with the employee (Giaque et al, 2010). Second, it communicates to the worker the notion that the employer is supportive. Both aspects are thought to enhance feelings of commitment and loyalty on the part of the worker and may prevent them from defecting to competitors. Finally, developing an organisational culture that is conducive to information sharing is thought to bring about enhanced organisational commitment in knowledge workers (Benson and Brown, 2007). To a greater extent than their traditional blue or white collar counterparts, gold collar workers rely on readily available information in order to undertake their work because they tend to work autonomously and exert greater control over decision making (ODonohue et al, 2007). In addition, a culture in which information is easily disseminated creates a climate of trust, confidence and respect, which is known to facilitate affective attachment in highly skilled workers (Giaque et al, 2010). Thus, HR policies and practices should be designed in such a way as to stimulate information sharing in order to prevent loss of s pecialised workers to competing firms. Conclusion To conclude, recruiting and retaining highly skilled gold collar workers is increasingly difficult as the rate of growth of the professional services sector of the economy appears to be outstripping the rate at which individuals are acquiring and accruing the skills necessary to sustain it. In this climate, it is vital that firms identify and deploy strategies designed to attract highly qualified suitable candidates to the organisation, and put into place policies, practices and procedures that will engender those workers loyalty and commitment once they are there. Drawing on the extant literature in Human Resource Management, this paper has identified a number of strategies and methods available to professional services organisations including enhancing the firms reputation, outsourcing recruitment activities, developing the corporate culture and offering these vital workers opportunities for upwards progression and development. References Alvesson, M. (2000). 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