Every company needs a skilled and creative employee.
This energetic, stable, environmentally - sensitive
company needs your skills to support our Education department.
Not exact matches
Companies may
need to be open to hiring people with different
skills and commit to training them internally.
To build trust, business leaders must be honest about the state of the
company, where they see the
company heading, how they want to get there and which
skill sets are
needed to round out the team during the early talent - recruitment process.
Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the
Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly -
skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital
needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.
Artfully describing a
company, position and benefits is a
skill all recruiters
need.
The
company can't afford to hire someone with decades of sales experience, so it recruits recent graduates who are eager, hungry, but
need to be schooled in the
skills of the discipline.
These organizations helped to mobilize the information, knowhow,
skill, and capital
needed to start technology
companies.
Your employees
need to be
skilled, experienced, passionate, and motivated, and above all, they
need to fit with your
company values.
Whether your new role requires leading a successful
company or a struggling team, one of the critical
skills you'll
need to master is effective change management.
Many possess the same
skills that are essential to leading a
company: communications, strategic thinking, ambition, integrity, passion for the business and, last but not least, keen perception of customer
needs.
We didn't understand whether their wants,
needs,
skills and passion fit our
company and available position.
A resume lists
skills, but it's much harder to tell whether that employee will work with the passion and commitment the
company needs.
Stever Robbins is a venture coach, helping entrepreneurs and early - stage
companies develop the attitudes,
skills and capabilities
needed to succeed.
The organization continuously trains employees to ensure they have the
skills the
company needs to succeed in an ever - changing world.
They
need to be reliable, have a strong commitment to the
company's success, and good people
skills.
So private equity firms
need to use their balance sheet
skills and they have to be more ruthless in wringing every last dollar of synergy out of the purchase for a
company that they possibly can.
He also says he was fired for going around the marketing team and for not being «great at planning or product management,»
skills that the
company needed to scale, not to mention that they were also part of his job description.
Companies will continue to
need talented workers who can perform, learn and develop their
skills in - house.
With geopolitical trends shaping the world,
companies need to develop many of the
skills traditionally associated with diplomacy and statecraft.
As an entrepreneur, I have applied this principle when I learn new
skills that are
needed to help grow our
company.
This analysis, in conjunction with an examination of unsuccessful
companies and the reasons behind their failure, should provide a good idea of just what key assets and
skills are
needed to be successful within a given industry and market segment.
I worked with one owner, a technical expert, who realized that what the
company needed in the future was someone with more sales and marketing
skills.
I realized that since [the
company was] going to outsource activities like engineering that Xirrus had always done internally that the engineering staff might have different
skill sets than what would be
needed.
«If you look at all the
skill sets
companies need, they involve a comfort level with technology,» she told Bryant.
Companies need to be good listeners in the digital age, and that requires a new set of
skills.
This means that the leadership
skills that are
needed by
companies now look different than those that were
needed in the past.
«Employers who are serious about their future and about addressing the
skills gap
need to put more money in the game,» he said, pointing to an OECD report that found Canadian
companies have an abysmal record on
skills training.
No entrepreneur likes admitting that his or her
company needs to outsource a
skill set.
Promoting an employee who's talented and loyal — or moving her into a new role that's a perfect fit for her
skills and your
needs — can be exactly the right move for your
company and your teammate.
That raises doubts about a key argument for proponents of federal immigration reform: that
companies need looser rules to import overseas workers because there aren't enough job candidates in the United States who can fill specialized
skills, namely in science, technology and engineering.
Also be certain that the VA has the
skill set you require for your own particular
needs; someone who can grow with you and your
company.
Mark Pincus's departure from Zynga is a reminder that the
skills needed to start a
company are very different from those required to successfully manage its growth.
But beginning in 2008, when executives started examining the kind of workforce
skills AT&T would
need to thrive in this new mobile - and software - centric world, they faced a stark reality: The
company just didn't have enough of the talent it
needed.
«The availability of jobs across industries underscores the
need for
companies to evaluate where their talent deficits are and become more strategic about how they fill these
needs, whether that means reskilling their current workers, offering higher salaries to attract workers, or using data analytics to target talent with the right
skills,» Ferguson comments.
John Donovan, CEO of AT&T Communications, which is responsible for the bulk of the
company's global telecommunications and video services businesses, said the organization is also using far fewer outside contractors when it
needs deeper technical
skills.
The best entrepreneurs open themselves up to a variety of experiences that will help them develop the
skills that are
needed to run a
company.
Whether it was due to the
skills required for the position, the compensation on offer vs. larger competitors or the
company's location, the entrepreneurs surveyed repeatedly mentioned how tough it is to hire the talent they
need.
To be of strategic importance, human resources
needs to understand the
company thoroughly and apply key
skills.
Call in a consultant — the largest accounting firms, he says, are generally quite
skilled at helping small
companies choose a computer system to meet their
needs.
Hiring a link building agency is a good option if your
company doesn't have the in - house
skills needed to implement a link building campaign.
But the
company needs candidates with specific
skills in software development and information management or credentials like an engineering or information systems degree.
Sales development is now the
need - to - know
skill set for growth and enterprise
companies.
But when you're running a fast - growing
company, you're also going to be telling yourself, «I desperately
need a sales expert, a programmer, a designer, an accounting wiz» — and you'll find applicants who have resumes with all of the
skills suited for that moment.
Take that thought a step further and you encounter the
need to implement new processes and procedures as required. Inc.com calls this
skill «curiosity» — a curiosity about what your competitors are doing, what technologies they're using and how other
companies (both in your sector and outside it) are finding new customers.
Whether you're looking to start your own
skilled trades
company, or plan to open a retail clothing store, these 10 videos will teach you everything you
need to know to start your business.
MBA graduates were criticised for adopting an analytical and quantitative approach to business issues when
companies needed managers with more diffuse
skills, such as leadership.
This is as the use of
skilled external talent increases, so does the
need for more efficient ways to find, hire, and manage contingent workers as well as integrate them into a
company's teams.
Professional portfolio managers and analysts have the expertise, technology, global reach, and language
skills needed to research
companies and analyze market information before making investment decisions.
The massive corporation seeks to further incorporate the technology into their
company and
needs skilled help to do it.