Sentences with phrase «or the skills needed»

However, such incentives require careful structuring because not all researchers have the inclination or skills needed to communicate their work to a broader audience.

«Class openers provide immediate feedback as to the readiness of the class as a whole for the lesson or skills needed for the lesson,» Gabbard said.

They may not have the knowledge or skills they need to complete the task, so they move on to a different section.

I know that I would have benefitted from an understanding of how university teaching is different from teaching at school, or the skills I need for independent learning when picking my uni choices.

A training needs analysis is a process used to discover where knowledge or skills need improvement and where they are missing entirely.

A training needs analysis will help you identify where knowledge or skills need improvement and, in the case of an eLearning program, help you see the benefits of moving to e-Learning compared to ILT.

At least with Blackberry we can all easily update without the carrier, no hacking or skills needed.

Second, you may have to invest more time and money in education to acquire the degree or skills needed to get ahead in life.

One person hardly ever has the time or the skills needed to make a great game.

People working as assistants in law firms or under solicitors need some degree of legal knowledge along with usual abilities or skills needed for an administrative assistant.

A job that will get you the experience or skills you need to land your dream job long term.

Select your success ingredients (tools, information, or skills you need to make progress in your job search) Decide what daily or weekly actions you will take to achieve your program goal

Some interview questions don't seem to have anything to do with the job opening or the skills we need for the job.

• In your opinion, what is the most essential quality or skill needed to be a good fit for this role?

Not exact matches

There is a shortgae of houses in Australia and the four hundred thousand or so workers needed to fill skills places to stay.

Instead you could look at what skills the problems you face need to solve and acquire them like you would any other, or hire people with them if you don't want to learn them, but not to consider yourself incapable of learning them.

This can be particularly true if they are promoted into a role where they need an expanded skill - set or moved into a position with line management responsibilities.

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.

Ali, moreover, points out that planners, because they work so often with members of the public, need to be versed not just in the technical elements of the job; they must also possess exemplary communications skills, and have to be able to respond to criticism or skepticism from residents.

However, if you've reached the point where you are spending too much time on the non-critical stuff, can't keep up with demand, or don't have some of the skills needed to take the next step, it's time to reach for the calculator and figure out if an extra pair of hands can be justified.

I always rely more on current skills when we need results and / or change quickly - particularly when a department or area is under intense pressure to perform.

For example, if you have a department that is experiencing accelerated volume, is underperforming, or has high staff turnover, you need to make sure your new hire has the skills on day one to tackle the situation at hand.

If interns need to be continuously learning on the job, that means you can't hire them based on their knowledge or skill set.

The other option is to hire or partner with people with the skills you need to make a particular solution work.

But our experience shows that the best solution is to provide people with the skills and confidence they need to deal with problems on their own, without sticking to a script or following a flow chart.

I've heard from several young people lately that they're excited by the possibilities of the technology sector and want to start their own businesses, but aren't sure how to go about learning the technical skills to help them succeed — or whether they need to know the technical side in the first place.

Whether finding a great co-founder, who has complementary skill sets (in my case, an old friend I met at theater camp over 20 years ago), or picking your executive team exclusively composed of «A» players (who you can alternately delegate to — or be inspired by), you need a bunch of great teammates to be successful when creating a new business.»

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.

The whole point of automation is to increase your current abilities, but if your staff doesn't have the necessary skill set to perform new tasks, you may need to consider additional or different staffing.

Slow days also give you the time you need to learn a new skill or develop one of your weaker talents.

Describe a time when you realized you needed additional skills or knowledge to be successful.

If you are strong on one or the other, you may need a partner who has the skill set that you lack.

There is always a need for skilled workers regardless if the economy is in a boom or bust cycle.

Instead of welcoming foreign talent with open arms, Canada makes it exceedingly difficult for them to come to or stay in this country, even at a time when the thriving technology sector is in dire need of skilled knowledge workers.

Today, any employee can use analytics to make data - driven decisions that directly address his or her business problems without having to worry about the underlying technology or needing an in - house data scientist with specialty skills in analytics.

For better or worse, Ubraniak says women have historically learned «how to meet the needs of the whole,» developing a solid understanding of how groups work and mastering key social skills.

One unique aspect of defining a role for us is having the team agree on whether a craftsperson (deeper knowledge / expertise in a specific area) or generalist (with T - shape skills) is needed.

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.

That being said, if you do need a co-founder for another skill set, you don't have the time to learn to code or you are just looking for someone to help make decisions, here are a few things to consider:

Having the skill to be able to identify this activity only strengthens a leader's perspective, not to mention helping them to individually coach employees needing help, or ultimately weeding out those silently dissenting employees.

Skills needed: Founders need the technical know - how to develop the foods, or be able to collaborate with others who do.

Investigate the volunteering needs of your community and see whether some of your work skills are needed for an organization or a project.

For a small business struggling to compete for the best talent in its industry, benefits can make the difference between winning a person with the specialized skills you need or losing that candidate to someone else.

But if you think of selling as explaining the logic and benefits of a decision, then everyone — business owner or not — needs sales skills: to convince others that an idea makes sense, to show bosses or investors how a project or business will generate a return, to help employees understand the benefits of a new process, etc..

Anecdotal evidence of self - made millionaires who never went to college should be enough to prove that you don't need a fancy or expensive program to learn important skills.

In fact, they need to go even further to look for a skill they have yet to learn or master, and then learn it.

«Allow for training and integration programs to be more flexible in case longer periods of training become necessary because of skill level, or interruptions that occur due to the needs of the trainee,» wrote one respondent.

When it comes to social proof, you may want to ask yourself why you need to invest in an MBA just because investors, employers or business partners aren't able to judge your skills based on other measures.

What's your take — in order to thrive professionally, do young people need additional practical skills or a stronger economy?

Some skills need to be learned early on, or else their absence could spell a tragic fate for your business.