Sentences with phrase «skill requirements in»

No practical skill requirements in 2 years.....

With LinkedIn being the key business networking platform, maintaining your professional visibility will help to keep you relevant and current on market changes, leadership trends, new skill requirements in your industry / sector, and competitive offerings.

In fact, skill requirements in male - and female - dominated occupations are often more similar than you might think.

Find out about the skill requirements in green jobs.

We show that skill requirements in job vacancy postings di erentially increased in MSAs that were hit hard by the Great Recession, relative to less hard - hit areas.

When seeking for an open position, it is best to create a specific objective section bearing the skills requirement in the job description in mind.

Knowledge and Skills Requirements In order to become a successful biomedical manager it is important to possess strong management skills, excellent communication and interpersonal skills, proficiency in writing and interpreting technical documents, and an in - depth understanding of biomedical engineering and medical technologies.

When seeking for an open position, it is best to create a specific objective section bearing in mind the skills requirement in the published job description.

Not exact matches

While zero - hours contracts are particularly common in fast food and retail, other sectors where workflow is unpredictable, such as the creative industries (advertising, PR, film and design), have long employed «per project contract» freelance talent to deal with the ups and downs, and the specific skill requirements of individual projects.

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.

Mr Murphy said there were multiple reasons for the implementation problems, including weaknesses in project management, the increasingly complex software development requirements and high turnover of key contractor staff and skill shortages.

How these people fit in with the team, the alignment between their skills and the job's requirements and whether they buy into the company vision are all critical to creating a dynamic and powerful team.

This can encompass determination of the skills and experiences necessary to adequately perform in a position, identification of job and industry trends, and anticipation of future employment levels and skill requirements.

Even in strictly defined technology jobs, employers are increasingly looking for «soft skills and leadership abilities,» says the Robert Half firm, adding that «many employers now view these skills as requirements for some IT roles.»

That day would be used to go through available resources such as courses and meetups in order to design a path to unleashing the skill set that best fits the requirements from step one.

Other than the common generic responsibilities the requirements define what the person hired needs to have in terms of skills, education and experience.

Beyond capital requirements, franchisors should look at the hard skills needed for success in their system.

Our franchise consulting service focuses on defining your skills, lifestyle objectives and income requirements in order to identify exceptional franchise matches.

Mindset is the top requirement for success in business, followed by skills and networks, she said.

Skills and requirements: Prior experience in partner marketing or digital marketing.

SNI Technology's reputation in technical staffing placement is built upon their commitment in getting to know each professional's unique talents and career goals; thereby, allowing them to better match each professional with a company whose distinct culture and skill requirements ensure that both employee and client are satisfied.

There is no requirement to have any previous experience in financial trading and with a little time, any skill level can grasp the concept of binary options trading.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

The site provides occupation - specific requirements for every position in the industry taking an in - depth look into each position's tasks, the tools and technology needed, required knowledge, skills, abilities and education.

Our dedicated and highly skilled support team consisting of account managers, technicians and other operational staff can assist in the development of labels to comply with the Food Standards Code, including, if required importing country labelling requirements.

REQUIREMENTS • BS - degree in Hospitality Management or similar field • Minimum of four years full - time experience as a manager at a winery or similar hospitality operation • Strong team leader that can efficiently implement policies, procedures, and goals • Excellent marketing skills with proven track record in hospitality sales and customer satisfaction • Solid writing and communication skills • Professional presentation, friendly & enthusiastic personality • Efficient and detail oriented • Experienced and skilled in Microsoft Office applications • Must be at least 21 years of age, ability to lift 50 lbs

Joining a club of arsenal s stature has its ups and downs.There is a requirement of how our players should perform when on the pitch.The following is a list of players who were wrong to choose arsenal.Aaron ramsey - Even though he is the most favoured of all players at the club now.I cant help but think how it would have gone for Him if he decided to search for other greener pastures.He was a clear talented footballer during his time at cardiff but he hasnt been raised with the discipline at arsenal.You can always see ramseys all round strengths but sadly Its not helping him or the club with his foward moving pleasurr.He is so Over used and its sometimes difficult for him to get used to the rythm of the game.With time you realise he gets low ib confidence and his engine gets wasted.He needed somebody who would have managed him properly and with care and that person is certainpy not wenger.You would have been better off at Manu mate.Calum chambers - Came us a very talented player from southampton with raw talent.He was very good at first but wenger found a way to reduce his level of confidence.His inexperience was left exposed and wenger did nt do anything to resolve that problem and instead He looked for other talented players.Alex oxlade chamberlain - Another very talented player who needed only his skilled sharpened and his character modelled.That and he was ready to become a world beater.But wenger decided to let him run and run like a headless chicken causing him to be often injured and damaging his confidence.Who knows what would have happened to him gad he decided to look for more greener pasture.He is surely a much better player than this.Theo walcott - Another player who was tipped to have a very bright future.He had it in him.But all he needed was an appropriate manager who would nurture him with discipline and help him with his talent.But on Coming to arsenal he was given Much more responsiblities putting more weight on his shoulders on top of that another player who was recklessly managed with his talent and never coming off age because his character wasnt properly shaped.Mesut ozil - Al right i agree he perfoms well just recently.But imagine all the legendary players he was often compared to during his time at real madrid.On coming to arsenal he found no rotation often overused, suffered many injuries and his confidence dwindled.It is pretty clear arsene does not take any responsibility for players.And when at arsenal you have to be your own manager.You need not rely on your manager otherwise you might continue being the same player for the next many years.That is why each and every player are what they are because of their own efforts and wenger had nothing to do with it.Van persie was the same player for over 7 years untill he himself decided to change.Wenger only organises and prepares tge team while the rest is in your court.It is not what so many people make it out to be.Thats why we need to pressure wenger more than our own players.They are their own self managers and wenger needs to take that responsibility

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Because he doesn't meet the age requirement to participate in test days at Sonoma or Laguna Seca, Conwright keeps his driving skills sharp by continuing his kart racing during the gaps in the Formula Car Challenge schedule.

Apparently Jamie convinced the British government to make cooking instruction mandatory in public schools and his free «Jamie's Home Cooking Skills» website — replete with how - to videos and hand - outs — can be used by teachers there to satisfy that educational requirement.

One could speculate about differences in skill levels — the hospital midwife probably sees more deliveries, and more complicated ones, for example — but the training and registration requirements are the same.

They'll learn and practice leadership skills, fulfill service learning requirements for school, and make a difference in the life of someone that they don't even know - all while expressing their own creativity.

It would be much more effective to have a requirement for acquiring basic knowledge and skills specified in the curriculum as well.

The graduation requirement would also help get young people «trained in skilled positions that we need,» Burke said.

Nevertheless, the report claimed: «The MoD's youth policy contradicts this, describing military curricula activities in educational establishments as a «powerful tool for facilitating recruitment especially if the skills developed through curricular activities have a direct bearing on military requirements».»

Caputo responded saying the new hire was chosen because of his skill in national politics and Paladino believes Obama was born a U.S. citizen, a requirement to be president.

c. Gifted with exceptional communication skills — strongly biased towards conveying detailed requirements, in writing, without any ambiguity or loop - holes which could be exploited by Defence Contractors for their own advantage later on, in the contract performance phase, to wriggle - out of contractually binding commitments.

b. Have an adequate understanding of what it takes (in terms of skill types, funding, tools, processes, materials, scheduled work plan, inter-business contractual agreements, top - level commitment etc.) to advance the selected starting - point for the technical solution from its existing condition, to a point where it satisfies the requirement within a real engineering environment.

«The requirement to publish is not as strong in industry, obviously,» says Sarah Jones, education and skills manager for the Association of the British Pharmaceutical Industry.

On the other hand, employers (especially in technical fields) complain of great difficulty finding workers, citing serious gaps between the requirements of available jobs and the skills of the workforce.

People with relevant work experience and who are looking to extend their skills are especially welcome, but work experience is not a requirement as long as the interest in finance is there.

The in - depth telephone interview — Generally, once a prospect has proven to be interesting to a company — already screened by the H / R department or by a recruiter — the hiring manager will want to conduct a more intensive session dealing with the past experience and skills of the applicant in comparison to the job requirements.

-- The Secretary shall ensure, in entering into a contract with an employer to provide on - the - job training to a worker under this subsection, that the skill requirements of the job for which the worker is being trained, the academic and occupational skill level of the worker, and the work experience of the worker are taken into consideration.

The most successful universities have managed to maintain a delicate balance between their role in society, education, learning, research and academic activities and the requirement of industry and commerce to exploit these skills and services.

In today's globally competitive job market, developing a workforce pipeline for the bioprocess industry requires academic programs that equip students with knowledge, skills, and theory surrounding the equipment, methodologies, processes, and regulatory requirements...

He has extensive technical experience across a diverse range of functions, proven knowledge of quality compliance and regulatory requirements and strong business and leadership skills gained from over 30 years of experience working in North America, Europe and Australasia.

An entry must include an answer to both the Test of Skill Questions to be included in the Promotion, subject to eligibility requirements.

If you're thinking about a career in personal training, it's important to consider the unique requirements of this job, including technical skills and knowledge, and personality traits.

However, some women, due to reasons of personal nature (involvement in studies or career, high requirements, insecurities, poor communication skills etc.) are unable to find a man to get married.

The only requirements needed to have a blast playing Ridge Racer on PSP are (a) a pulse, (b) the skill to be competitive in a driving videogame (not everyone's cup of tea) and (c) some historical perspective of what this series has meant to Sony in both sales and as a measuring stick of its then - new systems» power.