Sentences with phrase «skilled employees in»

These certifications often came about because of the dearth of skilled employees in those areas and business demand for employees in the region.

Building owners and managers may also see the benefits of workforce development on tenant satisfaction: higher skilled employees in energy efficient buildings can help increase occupant comfort, reduce complaints, and decrease tenant turnover.

The Board of Education of Harford County recognizes the power of highly skilled employees in every position in the school system toward maximizing student achievement.

Quality Assurance Testing Outsourcing - Large QA testing projects can pose logistical challenges for companies that are trying to get a product to market quickly but don't have enough skilled employees in - house to conduct testing on a large scale.

However, the normal high wages of a skilled employee in my field don't look that competitive when an unskilled individual in high school can make $ 6.00 an hour less than somebody entering the field that has finished 4 years of apprenticeship.

About four out of five tricycle drivers can be considered rip - off artists, so always negotiate beforehand and do not get tricked by their comedy skill: most of them easily make several times the salary of a low - skill employee in the Philippines.

Our technical schools in Connecticut and Massachusetts can give you the career training you need to become a skilled employee in today's competitive workforce.

Our technical schools in Connecticut and Massachusetts can give you the training you need to become a skilled employee in today's competitive workforce.

Not exact matches

And then (perhaps more commonly) there are more complex cases, in which lack of business skill (say, at providing high - quality service) results in a desire by some employees to engage in compensatory wrongdoing, and that wrongdoing is made easier by ongoing incompetent accounting.

The book not only prepares the reader in managing his or her mindset relative to ups, downs, pleasures, and horrors of owning a business, it also helps one develop the skills in identifying potential and current employees whose attitudes and outlooks can bring great value to a growing organization.

Giving employees assignments or work that is slightly beyond their skill level is a great way to encourage growth and train them to take on more responsibility in the business.

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.

Gauging personality, cultural fit and skill level isn't easy — especially in the hiring of remote employees.

I honed a lot of soft skills throughout my career, such as the ability to calm people down, communicate technical information in layman's terms, market my business, manage employees and more.

«In this era of disruption,» she continued, «these skills — from artificial intelligence to data visualization and more — are constantly changing and becoming increasingly specialized, which means businesses can't just rely on periodic training and traditional work experience to keep employees up to speed.»

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.

Their employees volunteered about 188,000 hours in communities in 47 countries, with more than 40 % of their time spent devoted to providing their unique talents and abilities (skills - based volunteering).

Workplace literacy and essential skills (WLES) strategies can range from as simple as a company supporting an employee's voluntary skills upgrading at a local literacy centre to more sophisticated efforts, such as a custom - made WLES program delivered in - house by staff educators.

Put in time and effort to train your employees in the latest skills, offer them benefits that surpass competition to keep them motivated and make them feel valued.

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.

When you have a talented employee, it's up to you to keep finding areas in which they can improve to expand their skill set.

Coding boot camps are a growing trend as the unemployed seek to make themselves more valuable in a difficult economy, and as companies look to expand the skills of their employees.

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.

LinkedIn's latest findings support a 2016 study published in the Journal of Education, which found that managers pay special attention to communication skills and analytical skills when evaluating an employee.

Whatever path you pursue in the long run, these skills will be an asset to you — at Virgin we are encouraging our employees to try their hand at coding, since it's increasingly useful.

Last month, LinkedIn LKND released Lookup, a mobile app that lets a company's employees find coworkers by name, title, and skills by logging in with their work email address.

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

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.

While the majority of contractors say they will hire new employees in the coming months, almost all are having a difficult time hiring skilled workers.

The organization continuously trains employees to ensure they have the skills the company needs to succeed in an ever - changing world.

Plus, sending an employee to a conference shows you're willing to invest in their skills.

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.

Companies benefit from staff members» newly upgraded skills while employees grow in their careers and bask in their company's committee to their growth.

As employers are forced to confront what really makes employees successful today, what skills and traits are they seeking in candidates?

My guess is that businesses offer these perks because they want employees to sharpen their skills, invest in their future, and keep stress at bay.

While you do want employees to push back at times, in a skill - based interview the goal is to assess specific skills, not necessarily to allow candidates to express their individuality.

Eventually, Vigorate intends to be running a London - based sales division as well as an operational office, staffed by technical employees, in Barcelona, with its generous supply of highly skilled code writers.

So, after the program's first anniversary, an emotional - intelligence assessment and training program was brought in to tune up employees» skills and knowledge around emotional intelligence.

The National Skill Development Mission has trained a lot of young employees in different sectors, and is grooming individuals in the informal sector to improve their employability and livelihood.

From agriculture to Information technology, the Indian government's dream of creating jobs in India covered every sector that was hit by low skilled employees.

In the rampaging, skills - hungry global economy of the 1990s, employee stock options have become the new manna — a widely accepted means of attracting and retaining key workers.

Employees at all levels get equal opportunities to develop their skills and tools are provided in the form of service forums, external speakers and different trainings to inculcate the values of the company.»

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

The job is more about fanning flames (aka, inherent skill), not creating them by putting employees in the hot - seat.

It takes potential employees through a quick and easy self - assessment of their skills and interests to find a possible career path in retail.

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.

Iceland's law stands out in a key way: Companies and organizations with at least 25 full - time employees must actually obtain government certification proving their pay policies are based on factors such as education, skills and performance, not gender.

Because talent is such a precious commodity in the startup community, hiring skilled full - time employees can actually increase a company's valuation.

«It sounds like you have the right degree, the right background, and the right skills, but in our company every employee has those qualities.