| Is a Rotational Training Program (RTP) approach to recruiting more effective than bringing candidates into the organization through a Direct Hire Program (DHP)? Both potential employers and prospective hires struggle with this question from different perspectives and for different motivations. Companies structure cost-effective recruiting strategies to attract, train, and assimilate qualified employees into their organizations.; Organizations expect human resource practices to contribute to the retention of the most promising new hires. As potential new employees, the graduate candidates are concerned with appropriate fit and whether their career development objectives will be satisfied. An in-depth analysis of 188 human resources graduates revealed there is no one right answer to rotational or direct hire programs. Additionally, this thesis reveals that attrition is more often a function of young adult development characteristics than a function of organizational behavior. Results derived from this study can assist organizations in determining the appropriate training methodology to assimilate new hires from college campuses and can provide valuable insight into retention issues.; Despite conscientious efforts by companies and graduates to seek the right cultural fit, organizations report unsatisfactory levels of retention. Organizations seek to reduce attrition and to determine if the benefits of RTPs are worth the inherent costs resulting from multiple relocation of participants to national and international assignments.; Master's degree graduates of Cornell's School of Industrial and Labor Relations completed a career development survey. A negative binomial regression model was developed to test the hypotheses on differences of attrition rates among students who entered organizations via RTPs in contrast to those who entered through DHPs. The results demonstrated no statistically significant attrition difference between the two programs. Logistic regressions on reasons for leaving an organization yielded only two significant variables specific to RTP participants---relocating geographically and dual career issues.; Prior research on work factors significant to graduates was supported: graduates value realistic recruiting information, career clarity, career development, work autonomy, and mentoring. The factors organizations cannot readily control such as: individual developmental tasks, individual differences, cultural and economic changes, globalization, and fierce competition will continue to challenge the most progressive human resource practices. |
