Leressa Suber, PhD, PHR, SHRM-CP, has over 20 years of experience working at the intersection of business, education, and workforce within construction, manufacturing, and higher education. As a researcher and HR practitioner, her expertise strengthens leadership, HR performance, and diverse talent pipelines. As Principal at Bonsai Consulting Group, she consults with businesses, executives, and institutions to provide solutions to complex problems in HR management, training, workforce development, and program evaluation. Through coaching, facilitation, and real-world case studies, her work is transforming technical industries. She serves as an adjunct faculty member at the University of North Florida and Concordia University. She holds a PhD in Educational Leadership Policy and Human Development from North Carolina State University, a master’s degree in Occupational and Technical Studies, emphasis HR-Training from Old Dominion University, and a bachelor’s degree in Business Education from NC A&T State University.Michelle Bartlett, PhD, assistant professor at Old Dominion University, teaching in the Community College Leadership and Workforce and Organizational Development doctoral programs. She received her PhD in Higher Education Leadership with a cognate in Statistics from Clemson University. In addition to her academic role, Dr. Bartlett consults with higher education, healthcare, government, and workforce organizations on executive leadership training and capacity building. She is editor of the Journal of Apprenticeship and Work-Based Learning and currently serves as the Professional Development Trustee for the Association of Career and Technical Education Research. Dr. Bartlett shares her passion for training design as the co-founder of the UNITE Collaborative Intelligence Lab.

• Acknowledgements. Introduction. Chapter 1: Framing Technical Industries. Chapter 2: Talent Management and Technology Advancement. Chapter 3: Building on Origins of Talent Opportunity. Chapter 4: Leadership Influence on Recruitment. Chapter 5: Strategic HR Practices for Recruitment. Chapter 6: Community Engagement and Partnership Roles in Recruitment. Chapter 7: Targeting Special Populations for Recruitment. Chapter 8: HR Development Practices: Training Programs for Retention. Chapter 9: Operational HR Practices: Considerations for Retention. Chapter 10: Employee Voices Amplify Retention. Chapter 11: Reflections and RecommendationsTalent Expansion

Leressa Suber, PhD, PHR, SHRM-CP, has over 20 years of experience working at the intersection of business, education, and workforce within construction, manufacturing, and higher education. As a researcher and HR practitioner, her expertise strengthens leadership, HR performance, and diverse talent pipelines. As Principal at Bonsai Consulting Group, she consults with businesses, executives, and institutions to provide solutions to complex problems in HR management, training, workforce development, and program evaluation. Through coaching, facilitation, and real-world case studies, her work is transforming technical industries. She serves as an adjunct faculty member at the University of North Florida and Concordia University. She holds a PhD in Educational Leadership Policy and Human Development from North Carolina State University, a master’s degree in Occupational and Technical Studies, emphasis HR-Training from Old Dominion University, and a bachelor’s degree in Business Education from NC A&T State University.Michelle Bartlett, PhD, assistant professor at Old Dominion University, teaching in the Community College Leadership and Workforce and Organizational Development doctoral programs. She received her PhD in Higher Education Leadership with a cognate in Statistics from Clemson University. In addition to her academic role, Dr. Bartlett consults with higher education, healthcare, government, and workforce organizations on executive leadership training and capacity building. She is editor of the Journal of Apprenticeship and Work-Based Learning and currently serves as the Professional Development Trustee for the Association of Career and Technical Education Research. Dr. Bartlett shares her passion for training design as the co-founder of the UNITE Collaborative Intelligence Lab.

• Acknowledgements. Introduction. Chapter 1: Framing Technical Industries. Chapter 2: Talent Management and Technology Advancement. Chapter 3: Building on Origins of Talent Opportunity. Chapter 4: Leadership Influence on Recruitment. Chapter 5: Strategic HR Practices for Recruitment. Chapter 6: Community Engagement and Partnership Roles in Recruitment. Chapter 7: Targeting Special Populations for Recruitment. Chapter 8: HR Development Practices: Training Programs for Retention. Chapter 9: Operational HR Practices: Considerations for Retention. Chapter 10: Employee Voices Amplify Retention. Chapter 11: Reflections and RecommendationsTalent Expansion

Leressa Suber, PhD, PHR, SHRM-CP, has over 20 years of experience working at the intersection of business, education, and workforce within construction, manufacturing, and higher education. As a researcher and HR practitioner, her expertise strengthens leadership, HR performance, and diverse talent pipelines. As Principal at Bonsai Consulting Group, she consults with businesses, executives, and institutions to provide solutions to complex problems in HR management, training, workforce development, and program evaluation. Through coaching, facilitation, and real-world case studies, her work is transforming technical industries. She serves as an adjunct faculty member at the University of North Florida and Concordia University. She holds a PhD in Educational Leadership Policy and Human Development from North Carolina State University, a master’s degree in Occupational and Technical Studies, emphasis HR-Training from Old Dominion University, and a bachelor’s degree in Business Education from NC A&T State University.Michelle Bartlett, PhD, assistant professor at Old Dominion University, teaching in the Community College Leadership and Workforce and Organizational Development doctoral programs. She received her PhD in Higher Education Leadership with a cognate in Statistics from Clemson University. In addition to her academic role, Dr. Bartlett consults with higher education, healthcare, government, and workforce organizations on executive leadership training and capacity building. She is editor of the Journal of Apprenticeship and Work-Based Learning and currently serves as the Professional Development Trustee for the Association of Career and Technical Education Research. Dr. Bartlett shares her passion for training design as the co-founder of the UNITE Collaborative Intelligence Lab.

• Acknowledgements. Introduction. Chapter 1: Framing Technical Industries. Chapter 2: Talent Management and Technology Advancement. Chapter 3: Building on Origins of Talent Opportunity. Chapter 4: Leadership Influence on Recruitment. Chapter 5: Strategic HR Practices for Recruitment. Chapter 6: Community Engagement and Partnership Roles in Recruitment. Chapter 7: Targeting Special Populations for Recruitment. Chapter 8: HR Development Practices: Training Programs for Retention. Chapter 9: Operational HR Practices: Considerations for Retention. Chapter 10: Employee Voices Amplify Retention. Chapter 11: Reflections and RecommendationsTalent Expansion