Sentences with phrase «skills every employee needs»

Model the leadership skills employees need to adopt in order to become great leaders: professionalism, transparency, confidence, commitment and respect.

Employers, meanwhile, denounce limits on the number of H - 1B visas available, which they say keep them from finding the skilled employees they need.

Whether it's focused on building company culture or developing the skills employees need, L&D is the way.

You can customize the curriculum by assigning only the chapters that apply to your business or to the skills your employees need to develop.

Another is to partner with corporations to help finance study - abroad programs for students via internships or work - study programs, and also to ascertain which global skills their employees need, and how students can obtain them.

We help hundreds of thousands of people every year to secure the next leg on their personal career journey, and companies source the skilled employees they need to grow.

These are simply basic skills every employee needs to have, and you can show you have them by making sure your resume and cover letter are error - free.

Common employability skills: A foundation for success in the workplace: The skills all employees need, no matter where they work.

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.

You'll need employees with a very particular set of skills to serve those customers, and you'll need an operating plan to guide your everyday activities.

Solution: Managers need to trust their employees enough to expose them to new things and let them run with projects so they can master new skills.

Your employees need to be skilled, experienced, passionate, and motivated, and above all, they need to fit with your company values.

A resume lists skills, but it's much harder to tell whether that employee will work with the passion and commitment the company needs.

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.

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

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.

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..

Once the employee's training is complete, you'll need to help that person find ways to hone his new skills.

«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.

The amount of knowledge available and the skills needed to be successful in the workplace are constantly changing, and the best employees know how to find the information they need and continually be honing their skills to be at the top of their game.

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.

Promoting an employee who's talented and loyal — or moving her into a new role that's a perfect fit for her skills and your needs — can be exactly the right move for your company and your teammate.

«Teams with diverse skill sets usually win, so not every employee needs to be strong at all of these soft skills, and oftentimes it takes longer for these skills to surface for new employees as they build trust with those around them.

, you may find the employee is running into a roadblock getting the information they need or that they don't have the skills to get the job done.

By doing this, you will keep pathing focused and your employees will know which skills they need to strengthen in order to advance in their careers.

To stay competitive, you need to work on improving your skills, as well as provide your employees with opportunities to do the same: seminars, conferences, MOOCs, and courses are the ways to grow professionally.

You also need to facilitate a safe environment where employees can admit where they need more training, even when skills relate to their current job function.

That leads them to conclude that they need to hire future employees possessing these most important skills: creativity and innovation (77 percent), leadership (75 percent), adaptability (61 percent), and problem solving (61 percent).

If it succeeds, by 2020 AT&T will have reeducated 100,000 employees for new jobs with cutting - edge skills and, in the process, created the kind of nimble workforce it needs to compete in the 21st century.

An employee's skills are not at the level required for the position and you don't have the time for needed training or believe it will help.

The Apple janitor, by contrast, works for a contractor with no on - ramp for becoming an Apple employee, or access to the training needed to find a higher - skilled job.

In order for an economy to function, you need skilled employees to be able to work.

To fix it, invest some time into helping other employees gain those needed skills.

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

It's more a matter of good management: Taking one - on - one time to really get to know and understand your employees... their skills and needs... and providing them the guidance to fill in gaps.

A truly successful leader is one who does not need to steal credit from their team — rather, they are sufficiently confident in their own skills, encouraging and motivating employees by giving credit where credit is due.

Customers hate being ignored so do your best to deal with customers complaint quickly and if need be; train and re-train your employees on customer service skills and customer relationship, it will help your business in the long run.

And when you're hiring a new employee, you'll need to gauge his communication skills by asking him how he's communicated issues to his managers in the past to see if he would be a good asset to your remote workforce.

In order to retain employees and invest in their professional development in today's world, you need to invest in training and new skills through technology.

If all of your supervisors are used to working with in - office employees, they'll need to hone different skills when they start managing remote teams.

One standard deviation in skills confidence meant an approximately 15 % greater chance of being fired for toxic behavior, while employees who were found to be more self - regarding (and less concerned about others» needs) had a 22 % greater likelihood.

It details the knowledge, skills and abilities needed for employees to move to the next level.

14.25 Creating & Designing Effective Apprenticeship Schemes For The Food & Drink Industry That Maximise The Levy & Boost Skills Needed Within The Business Bola Ajani, Apprenticeship Training Manager, Caffè Nero Phil Barnfather, Group Head of Talent, Greencore Group plc Edward Gallier, Head of Learning & Development, Jurys Inn Hotels 14.55 Strategic People Analytics: The How, What & Why Of Staff Engagement Measurement To Improve Business Performance & The Employee Experience Tim Stoller, Managing Partner, The Happiness Index

«It will help instructors and trainers teach students and employees the skills they need to get placed and advance.

The National Restaurant Association (NRA), in partnership with the U.S. Department of Labor, set out to solve that problem and this week introduced the industry's first - ever Food and Beverage Service Competency Model that will help identify the best potential employees and the skills needed to excel.

The company's San Juan - based Restaurant Support Center provides training and programs aimed at giving employees the skills they need.

They're moving in the exact opposite direction that we as a country / workforce need to move: lets teach better management skills and the ability to recognize and acknowledge top level employees and have the strength and conviction to discipline the ones who aren't willing and able to do the work.

«In order to retain skilled staff, we need to offer competitive wages and promote our employees when possible, which of course also results in a raise,» Goldstein said.

«Eligible prospective employees acquire the skills and education they need to increase their employability, particularly in the «soft skills», and employers have access to a pool of potential employees who have the skill sets they are looking for.

Dankert continued, «We have learned from employer feedback that prospective employees lack soft skills needed to be successful in jobs, such as communication, accountability, coping skills, conflict resolution and motivation.