Sentences with phrase «integrated skilled employees»

Trained and successfully integrated skilled employees to help grow a small subsidiary office into a profitable organization for a large corporation headquartered out of state.

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.

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.

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.

Competencies are the integrated knowledge, skills, characteristics and behaviours that employees need to perform a job effectively.

Through using an integrated, planned approach, you can ensure your employees have the right skills and knowledge to be effective in their roles and continue to develop personally and professionally.

In the early 2000s, IBM created its own Assimilation Process, through which each new employee spends his or her first two years on the job developing new skills, exploring his or her interests within the company, receiving coaching, and integrating into IBM's workplace culture.24 Every new hire at IBM has access to both the company's global employee network and a Project Management Center of Excellence, which offers courses related to each employee's chosen skill set.

While a school's explicit mission may not include the development of sought after employees, what is your opinion about integrating learning experiences that might enhance marketable skills, such as problem - solving and leadership skills?

To transfer knowledge from theory to practice in your online training course, consider focusing on the development of skills that your millennial employees can implement right away; tie the subject matter into real life challenges by integrating scenarios that offer real world benefits and include examples that are relevant to Millennials» culture and values.Millennials need to know that there is a purpose to what they are doing, otherwise they probably won't be motivated to learn.

Integrating the right mix of skills will also be achieved by upskilling your existing staff members, hiring new permanent employees, or bringing in contractors to temporarily plug a skills gap as you develop new technologies.

Tags for this Online Resume: Regional Human Resource Mgr, District Human Resouce Mgr, Counsel to Managers, Retail, Fast Food, Generalist, Ethics, Integrated Talent Review, HR Partner - Regional Director, HR Partner - District Managers, HR Partner - Retail / DC employee, Investigation Skills, Succession Readiness, Threat Assessment Team, State laws, Senior Generalist, Employee Relations Manager, consult on terminations, workplace conflicts, Recommend training for poor performers, Multi-unit experience, Expert on high profile cases - Harassment, Human Resource Represemployee, Investigation Skills, Succession Readiness, Threat Assessment Team, State laws, Senior Generalist, Employee Relations Manager, consult on terminations, workplace conflicts, Recommend training for poor performers, Multi-unit experience, Expert on high profile cases - Harassment, Human Resource RepresEmployee Relations Manager, consult on terminations, workplace conflicts, Recommend training for poor performers, Multi-unit experience, Expert on high profile cases - Harassment, Human Resource Representative