Sentences with phrase «skills in potential employees»

Not exact matches

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.

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.

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

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.

«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.

These kinds of success stories raise the question of whether a skills gap really exists at all, Mayo says, or whether there's just a fundamental mismatch in the way companies hire for open positions and the way potential employees present their skills.

The firms assign point values (from 1 to 7 in ACT's profiling system, for example) to the skills needed, with potential employees then taking an aptitude test.

Employees are more productive in the workplace and continually hone their talents and skills in order to reach their potential.

Whether you're looking to meet your legal obligations in employee training or to be proactive to avoid problems down the line, our customized programs will raise your understanding of potential employment law issues and give you the skills you need to apply that knowledge to your own workplace.

Overall, there is an expectation that all employees, active and returning, will devote time and resources toward sharpening their skills and expanding their knowledge base to better themselves and help the company stay in front of potential pitfalls.

These are the skills business and HR employers look for in potential employees.

Employers should focus on building their online presence and reputation to attract and identify future candidates, and invest in training current employees to fill any potential skills gaps that may result from employees leaving the industry and cuts.»

Below are some of the transferable skills employers across almost every industry look for most in potential employees.

Employers admit weakness in the face of skills shortages Employers may be insulating themselves against potential risks however, some have left themselves vulnerable in areas such as compensation packages, career path opportunities for employees and a lack of knowledge and expertise when it comes to hiring.

Customized tests allow employers to assess potential employees in MS Office programs, typing, IT, and other job - related skill sets.

Research indicates that potential employees expect a successful candidate to have experience in the following skills:

Potential employee testing and demonstration of required job skills are key in selecting qualified employees.

Being able to find strong leaders in a sea of potential employees and resumes saves employers time and money, and it also gives future employees a chance to demonstrate their leadership skills.

Some employers often prefer general cover letters, because they want to analyze whether a potential employee has talents, abilities and skills beyond those they've defined in their resumes.

Coaching is an effective tool for managers to deploy in their efforts to help employees succeed, and especially help employees increase their skills and their potential opportunities for promotion or lateral moves to more interesting positions.

Are you interested in assessing your potential employee's skills in decision making?

In fact, increasingly potential employees with desirable skills and experience, are skipping job listings that fail to specify the salary range for the advertised position.

2003 Assistant Manager • Responsible for training all new hire employees • Handled employee relation issues • Conducted weekly audits of receipts • Interviewed potential employees • Responsible for weekly scheduling • Maintained a high level of customer service and customer satisfactionAreas of Strength: • Strong communication skills • Analytical problem solver • Time management skills • Driven to learn and apply new ideas • Ability to multitask and perform a wide array of duties • Experienced in balancing priorities for short term and long term goals.Computer Applications: • Windows XP • Microsoft Word • Microsoft Outlook • Microsoft Excel • PowerPoint

In addition, you are expected to model this section to fall in line with the skills and qualities expected of a potential employee or contractoIn addition, you are expected to model this section to fall in line with the skills and qualities expected of a potential employee or contractoin line with the skills and qualities expected of a potential employee or contractor.

But it doesn't matter how transferable your sales skills are or how much of a superstar you were in other companies if my clients want specific, deal - breaking qualifications in their potential employees.

Seeking the job position of a network security engineer in a well known organization that gives its employees an opportunity to work to their potential and be able to use their skills on the project at hand.

CAD designer resume objective 1: Looking for a challenging job position of a CAD designer in a dynamic company which is motivated to give its employees a good working environment and a chance to perform up to their true potential and skills.

I have excellent research skills with the ability to check the work history and references of potential employees during the screening process to help determine who to call in for an interview.

In fulfilling their role, organizational psychologists develop techniques and standards for the testing and selection of potential employees based on their skills and abilities.

Live agent inbound and outbound contact centre services Responsibilities: • Day to day management of the recruitment department • To work closely with the operational management teams to identify all recruitment needs for the contact centre • Continuously source cost effective methods of recruitment and to maintain a healthy recruitment pipeline which matches the business needs • To drive direct recruitment channels for cost effective recruitment • To own and administer effective assessment centres for the recruitment of potential new starters • To compile starters list for all projects and ensure they are sent out accurately and on time and that the required HR paperwork is completed • Maintenance of the recruitment notice boards including generating posters and appropriate communications • Looking at different ways to attract and assess talent, such as organising and attending recruitment / assessment events • Producing weekly and monthly reports for senior management • Highlighting any recruitment issues or concerns to the operations team • Administering payroll and maintaining employee records • Administer and process timesheets weekly and monthly basis • Dealing with grievances and implementing disciplinary procedures • Interpreting and advising on employment law Person Specification: • At least 2 years in - house recruitment background within an outsourced contact centre • Interpersonal skills to form effective working relationships with people at all levels • The ability to influence, question & listen • Ability to work to tight deadlines and work well under pressure • Flexible, positive with a can do attitude • Excellent communication skills both written and spoken Working hours: Monday to Friday 9 - 6 pm Due to a very high number of applications we are unable to come back to every candidate with feedback.

As the company's clientele database started growing, writers at Resume World began noticing similarities in client occupations / professions and the needs of employers — more specifically, what they were looking for in potential employees (employability skill - sets, qualifications, etc.).

Similarly, an employer is almost always mostly interested in what a potential employee can do for his company and what better way to find out than through the skills section in... Read More»

Make sure it matches the expectations established in your summary statement and skills section, and tweak all three sections as necessary to present a consistent picture of you as a potential employee.

In your skills section, you'll want to highlight relevant masteries to demonstrate your excellence as a potential employee.

Writing a resume that sells your skills and experience is critical in getting to the interview stage for any new position as companies will receive so many resumes from other potential employees all vying for the same position.

The applicant offers potential employees the opportunity to outline their best skills and abilities relevant to the job in a easy - to - skim manner.

Today, many more jobs require some form of specialized training to assure employers that potential employees are prepared with the basic skills necessary to function in entry - level positions.

Every employer has his or her top skills he or she wants to see in every potential employee.

To work in an organization where proven strengths in the areas of e-Learning, Web - based training, Learning Management Systems (LMS), Adobe Captivate, MS produce, problem solving, and directing combined with exceptional supervisory and communications skills will introduce new work processes and maximize an employee's potential.

In order to stand out, potential employees must work on their interview skills in order to impress employerIn order to stand out, potential employees must work on their interview skills in order to impress employerin order to impress employers.

Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Designed and implemented marketing and sales campaigns resulting in increased business Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw customer service personnel, kitchen staff, and cleaning crews Set company budgets, maintained profit / loss statements, and ensured overall financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Performed site inspection tours as well as potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed

Midwest Steel Blanking (Lombard, IL) 07/2004 — 08/2008 Director of Operations • Oversaw daily operations and management of 40 employees including 2 project managers • Served as an advisor to the President on all critical and strategic issues • Led presentations to banks, governmental agencies, potential investors, and large volume customers • Oversaw production, maintenance, quality control, and all other dealings with all outside vendors • Negotiated all insurance policies and contracts concerning account receivables and insurance related claims • Developed the ISO 9000 quality manual and OSHA safety awareness programs, training, and documentation • Trained future managers of the company in professional skills, managerial decision making, and business communications • Designed and implemented a new inventory control systems for managing raw - material and finished - goods • Ensured cost control limiting the direct expenses incurred and indirect impacts such as inefficiencies, downtime, and waste • Over a 3 year period, reduced the account receivables insurance premium from $ 55K to $ 13K / year • Renegotiated all other insurance contracts for better coverage and reduced premiums by 20 % • Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training programs

While we are always sensitive to potential job losses, the GGP employees who are at greatest risk of losing their jobs in the Simon Transaction are generally all at corporate headquarters, are highly skilled and have college and often graduate degrees, and participate in the segment of the U.S. economy with among the lowest unemployment rates.