The hiring and the retention of personnel have been a long-standing issue in the public transportation industry. This involves finding and recruiting potential employees, selecting and hiring the most qualified candidates, training and developing employees, monitoring performance and retaining employees, and reducing excessive turnover and absenteeism. While human resources topics have typically been investigated at urban transit systems operating fixed-route services, hiring and retention have not been studied extensively at smaller rural transit systems operating demand-responsive transit services. This research focused on such rural systems and on the various factors that most impact on the issue at nine North Carolina community transportation systems. This effort included various human resources policies and practices such as recruiting, selecting, compensating, training, evaluating, and motivating. Practices at the nine case study systems and recommendations to improve policies and procedures are described.