66,272 research outputs found

    Knowledge Transfer Needs and Methods

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    INE/AUTC 12.3

    Readiness to meet demand for skills: a study of five growth industries

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    Overview: This study considers issues pertinent to ensuring the Australian education and training system can respond to emerging skills demand in the following industries: food and agriculture; biotechnology and pharmaceuticals; advanced manufacturing; mining equipment, technology and services; and oil and gas. The report finds a widening gap between education and skills demand and highlights the crucial role of employees in developing a skilled workforce, as well as calling for a shift in thinking about the way skills are generated

    Influence of Succession Planning on Knowledge Transfer

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    The problem was the lack of effective succession planning strategies to facilitate the transfer of technical expertise from retiring employees to younger employees. A rebound of oil exploration activities in Nigeria would adversely affect the drilling sector due to lack of preparation and succession planning to meet the demand for technical expertise. The purpose of this case study was to explore how a succession planning program contributes to knowledge transfer and development of expertise for business continuity and prevents loss of knowledge in the oil-drilling sector in Nigeria. Twenty-four participants from one oil-drilling contractor in Nigeria participated in the study. The conceptual framework was guided by knowledge creation theory, succession planning concepts, and transformational leadership theory. Data collection included semistructured face-to-face interviews supplemented with document review. Data analysis involved a traditional text method where data coder pace each piece of data into various categories by hand. This study revealed 4 themes: individual development program, mentoring, on-the-job training, and 360-degree communication. Findings may affect oil-drilling practices by contributing to enhanced succession planning and knowledge transfer initiatives. The implication for positive social change may include the development of individuals for leadership roles and could add to the organization talent bench, and reduce knowledge gaps while ensuring business continuity

    High Growth Firms in Scotland

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    High growth firms (HGFs) are widely thought to be a key force driving economic growth in modern advanced economies (Acs et al, 2008; BERR, 2008; Henrekson and Johansson, 2010). One of the central aims of the current economic strategy of the Scottish Government is to provide responsive and focused enterprise support to increase the number of highly successful, competitive businesses (Scottish Government, 2007). Hence, for the past decade there have been a number of policy initiatives designed to stimulate high growth entrepreneurship in Scotland. Many of these policies have had a strong technology focus. Given the importance these firms have for a region’s economic growth potential and the policy attention they are beginning to receive, it was felt to be important that Scottish Enterprise develops a deeper understanding of these important generators of wealth creation in the Scottish economy. This report examines HGFs in Scotland from both quantitative and qualitative perspectives

    Energy production and utilities : sector skills assessment 2012

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    Global Risks 2014, Ninth Edition.

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    The Global Risks 2014 report highlights how global risks are not only interconnected but also have systemic impacts. To manage global risks effectively and build resilience to their impacts, better efforts are needed to understand, measure and foresee the evolution of interdependencies between risks, supplementing traditional risk-management tools with new concepts designed for uncertain environments. If global risks are not effectively addressed, their social, economic and political fallouts could be far-reaching, as exemplified by the continuing impacts of the financial crisis of 2007-2008

    Metropolis on the margins: talent attraction and retention to the St. John’s city-region

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    The objective of this research is to examine the factors that influence the attraction and retention of creative and highly educated workers in a small-sized Canadian city. The study examines two hypotheses: that the social dynamics of city-regions constitute the foundations of economic success in the global economy; and, that talented, highly educated individuals will be attracted to those city-regions that offer a richness of employment opportunity, a high quality of life, a critical mass of cultural activity and social diversity. The hypotheses are explored through in-depth interviews with creative and highly educated workers, employers and intermediary organizations. The evidence from the interviews suggests mixed support for the hypotheses. In view of these findings, we contend that the specificities of place must be more carefully theorized in the creative class literature and be more carefully considered by policy-makers designing policies directed towards attracting and retaining talented and highly educated workers

    Preparing for the future business

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    Thesis (S.M. in Management Studies)--Massachusetts Institute of Technology, Sloan School of Management, 2013.Cataloged from PDF version of thesis.Includes bibliographical references.GS Caltex is one of the major energy companies in Korea. Like all other energy companies in the world, the company seeks to become a "total energy provider" by successful launching new types of energy businesses and also by managing its traditional business more efficiently. However, the inherent nature oil business and its associated organizational culture make successful change for oil companies to future energy companies very challenging. Therefore, appropriate preparation and a clear image of the future business are required to facilitate the organizational transformation to which GS Caltex aspires. This thesis is mainly focused on analyzing GS Caltex's current HR system and suggesting possible solutions to the following questions: 1. What are appropriate preparations for transformation to a "total energy provider?" 2. How can the HR division best support the company's change? To find answers to these questions, IBM and NIKE's cases were used as examples of companies that had successfully undertaking complex corporate transformation initiatives. In this context, it became clear that successfully preparing for the future requires a keen focus on sustainability. I conclude by suggesting that a well-structured HR system based on "a high road strategy," launched in conjunction with a sustainability-oriented strategy at the corporate level, is an optimal path through which energy companies can make the significant transformations required to continue their success well into the future.by Dongsu Jang.S.M.in Management Studie

    Opportunities for greater Lincolnshire's supply chains: full report

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    A study of the key sector supply chains across Greater Lincolnshire, and identification of barriers and opportuniteis for growth

    Retention Strategies for Oil and Gas Industry Managers

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    The turnover cost of specialized employees in the oil and gas industry can exceed 400% of an employee\u27s annual salary. The purpose of this multiple case study was to explore successful strategies that oil and gas company managers used to retain specialized employees. The specific population for the study was 8 managers from 4 oil and gas companies in a metropolitan city in the southern United States, which included 5 hiring managers and 3 engineering managers who had demonstrated success in retaining specialized employees. The conceptual lens used in this research study was the job embeddedness theory. Study data were collected through semistructured interviews, observations of participants\u27 nonverbal cues, a review of company documents, and organizational websites. The interview data were analyzed using Yin\u27s 5 steps for qualitative data analysis. The analysis resulted in 3 themes: (a) leadership engagement improved specialized employee retention, (b) flexibility through workâlife balance improved specialized employee retention, and (c) monitoring and assessing retention through research tools and data analysis improved specialized employee retention. The implications of this study for positive social change include the potential to provide successful strategies for oil and gas company managers to retain specialized employees, which may contribute to improving promotion from within the oil and gas industry, reducing the study location area unemployment rates, and improving local job economies
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