THE NEW YORK CITY GOVERNMENT faces a difficult-indeed critical--recruitment problem for professional, technical, and managerial manpower. Chapter 2 has shown labor market difficulties, the persistent problem of unfilled vacancies, and problems of turnover and impending turnover. Chapter 3 shows a pattern of community and employee attitudes that raises serious doubt about the City's attractiveness as an employer.
This chapter discusses further the need for greater public acceptance of the City's desirability as an employer and analyzes recruitment resources and activities. The staff studied recruitment needs and activities mainly through detailed analysis of the work of the Bureau of Recruitment and Public Relations of the Department of Personnel; interviews in departments and agencies, local colleges and universities, and professional associations; and review of the results of surveys of judgments about city employment.
The City's recruitment problem is one of quality as well as quantity. The quantitative problem is difficult enough: shortage occupations, high vacancy rates, high turnover, high age concentrations--all pointing to the need for vigorous, effective, recruitment programs. Conclu