Sentences with phrase «for skilled employees»

Contractors are not only vying with one another to attract labor, but contractors also are competing with firms in other industries for those skilled employees and general laborers.

LinkedIn has become the major source employers turn to when they are looking for skilled employees.

A substantial literature both develops the theory and shows the supporting evidence for the efficacy of deferred compensation as a retention and recruitment tool for skilled employees.

Coding specialists are well - paid and highly sought - after on the current market, and opportunities for these skilled employees will expand in the future.

If that happens, the report estimates, the demand for skilled employees will exceed the available workforce by as much as 60 %.

As demand for skilled employees has increased in the information age, employers increasingly offer flexibility as a recruitment and retention tool.

Not exact matches

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.

Companies are spending billions to bring their employees» writing skills up to snuff, while tons of executives and techies are urging young professionals to improve their skill with the written word for both the sake of their employers and their own personal professional advancement.

The Democratic candidate for president also attacked the company for last year laying off 250 technology workers after requiring some of them to train their replacements: foreign employees hired on temporary H - 1B visas for highly skilled technical workers through an Indian outsourcing firm.

Looking back on my experience in customer service, I realize that the job is uniquely suited for giving new employees knowledge and skills that will enable them to succeed at their company.

Instead of waiting for customer service to become a problem, foster communication skills with customers while onboarding new employees.

There's some evidence to suggest that the problem lies with companies unwilling to train new hires — a desire for a «purple squirrel» employee who has all the necessary skills the day they walk through the front door.

Essential - skills training undertaken by engaged employers and employees, made just 20 hours of training effective for most participating businesses.

The exceptions include partnerships, for which these policies are often used to buy out a member or his heirs, and companies in which a particular employee possesses technical or highly specialized skills or knowledge that can't be easily replaced.

The Getting to Yes report prepared for the CLLN and ABC under the joint Advancing Workplace Learning Project, found that employers who offered WLES training and integrated WLES into their businesses reported improved employee confidence, better communication and teamwork, new or improved skills, greater interest in further learning, improved morale and employees who can take on other jobs.

Compensating your contractors for their time and skills will establish your company as a destination of choice for freelance employees, boosting your ability to attract the top talent.

These outcomes are important for a sound, collaborative company culture where employees feel safe contributing new ideas and trying out new approaches: Google, for instance, conducted a study that found employees who felt psychologically safe in their environments were less likely to leave, more likely to leverage a diverse skill set and more likely to be successful.

Improving employees» essential skills makes it easier for them to learn new ones and helps them innovate.

Smart employees will seek retraining for new skills through continuing education classes, and employers will offer company - sponsored options to accommodate them.

Companies would be allowed to bring employees to Australia for up to a year without applying for 457 skilled worker visas under a migration - rule revamp being considered by the government.

Geoff first tried to organize by skill set but quickly realized that having A, B, and C teams was not good for employee morale — it would ultimately lead to teams that could only handle certain projects or teams that felt they weren't good enough.

Staff are supported with ongoing training, including a monthly supervisor seminar series focused on strategic goals, and programs for all employees on topics like email skills and internal report preparation.

Intel is perhaps the company best - known for cultivating this skill in its employees.

IT skills are necessary not only for prudent risk mitigation, but, more importantly, for strategic opportunity, innovation, and communication with a new generation of investors, consumers and employees.

Employees pride themselves on their passion for aviation and their problem - solving skills.

When you search for an employee online, you may limit yourself to employees who have a certain skill set.

Explain that the company tried in every way to help the employee develop necessary skills to meet desired performance for the position they were hired to perform.

It then identifies what skills or tasks employees have a greater aptitude for so their position can be aligned with these strengths.

What's worse, such rules take control away from the employee, leading to feelings of powerlessness and disengagement, says Stew Friedman, author of Leading the Life You Want: Skills for Integrating Work and Life.

LeBron James is the poster child for boomerang employees who return with new skills.

Employees always look for new opportunities to advance their skills so that they can move up the career ladder.

With an established tech identity and access to highly - skilled employees coming out of local universities, Austin would be a natural choice for Amazon HQ2.

«I try to make it clear to older employees, who were hired for a skill I may not know well, that my objective is not to tell them what to do but to help achieve a mutually beneficial outcome,» Tomlinson says.

For social entrepreneurs, it's often just as difficult to hire other employees who may have skills or experience beyond yours, but that's no different than a for - profit entrepreneur building a teFor social entrepreneurs, it's often just as difficult to hire other employees who may have skills or experience beyond yours, but that's no different than a for - profit entrepreneur building a tefor - profit entrepreneur building a team.

Gilman learns lessons in crisis management and acquires skills — in recruiting and retaining staff, managing disparate talent levels, setting an example for employees — on the fly.

These executives say only 26 % of their work force is ready to learn new skills for new jobs, and about one in four of these business leaders say a key obstacle is that their employees are resistant to such training.

Amazon founder and CEO Jeff Bezos is very proud, in fact he is «particularly proud» of a unique benefit that the company provides to its employees: the chance to go back to school and learn some in - demand skills for the workplace.

«I think it's something Canadians are going to have to get their heads around, something that employees need to think about when it comes to the type of skills they need to acquire, and something for students to think about as well,» he says.

According to a World Economic Forum report, The Future of Jobs, creativity is the third most important skill for employees to have, having risen to the No. 10 spot in 2015.

Employees have the opportunity to reach out to one another for questions, clarifications and skill - building tips,» says web designer Nay Ayache, who works remotely on my team.

It's good for business, they say: Adding «neurodiversity» means bringing in employees with particularly coveted skills.

For instance, they applaud and encourage employees who read about or enroll in courses or seminars designed to further develop life skills such as goal setting, overcoming obstacles and facing fears.

Case and point — almost half of the companies surveyed for Workplace Trends» Global Workforce Leadership survey in February and March 2015 said that leadership is the hardest skill to find in employees.

The software tallies data about each person's role, skills, experience, location preference, and performance and then suggests openings for the employee.

In the war for talent, many companies are using it as a selling point to recruit skilled employees.

Consequently, one of SEP's most pressing challenges is finding and then training employees who have the instincts and skills to build SEO and digital marketing strategies that will produce sales growth for Quipp's clients.

In addition to eliminating country quotas for employment - based visas, the U.S. should clear long backlogs in family - based visa applications, and create a W - visa category for less - skilled employees to work legally for up to three years (with a chance to renew and be sponsored for permanent residence).

Therefore, you'll need a space for your employees and colleagues to learn and develop their professional skills either on the clock or even after hours.

While India has benefited from impressive GDP growth and watched its IT sector blossom into a $ 100 billion industry in the past two decades, its focus on developing engineering talent has left the country dry of Indians with leadership and management skills, says Srini Kandula, vice president of human resources for iGATE, a Freemont, Calif. - based outsourced software developer with 28,000 employees and operations in Bangalore.

Your employees» continuing enthusiasm will pay off as they stay on for the long term, build their skills, contribute their ideas and take a real interest in the business.