The document outlines a vision for reforming the UK's skills system to better align with employer demand and priorities. It argues the current system is overly complex, subject to constant change, and lacks employer and employee voice. The reformed system would see employers take ownership of skills through industrial partnerships to create job opportunities and growth aligned with strategic priorities. This is needed due to skills shortages, underuse of existing skills, and limited work-based training pathways restricting competitiveness and investment. The document calls for employers to lead on skills, workplace productivity to drive prosperity, and stronger connections between education and employers to prepare people for work.
intllab.com - Sorry i am not at the officeintllab.com
Absenteeism can be controlled without resorting to disciplinary action and may result in reduce costs to organization. There is no doubt that absenteeism can be controlled although it cannot be totally eradicated. When supervisory and management staff are trained to monitor and control absenteeism, the result is increase in productivity and cost saving.
Scripting a new paradigm for Skilling and Employability through Enterprise: ‘...Centum Learning
Improved economic conditions have fueled unprecedented telecom growth in Africa. Africa’s status as being the second most mobile connected continent where about 15% of its billion inhabitants own a cell phone has ushered many African nations into a digital economy and changed lives of people for the better. The telecom revolution has touched people through better access to education and entertainment, helped in disaster management and better agricultural yields and brought people together through social media.
Approaches to migrant labour market integration in Sweden - Niclas JOSEPHSONOECD CFE
Presentation by Niclas JOSEPHSON, Deputy Marketing Area Director, Stockholm Gotland Market Area, Swedish Public Employment Office from the OECD capacity building seminar “A workforce for the future - Designing strong local strategies for better jobs and skills”, 28-29 Nov 2017, Venice, Italy.
More information: http://oe.cd/CBSVenice2018
intllab.com - Sorry i am not at the officeintllab.com
Absenteeism can be controlled without resorting to disciplinary action and may result in reduce costs to organization. There is no doubt that absenteeism can be controlled although it cannot be totally eradicated. When supervisory and management staff are trained to monitor and control absenteeism, the result is increase in productivity and cost saving.
Scripting a new paradigm for Skilling and Employability through Enterprise: ‘...Centum Learning
Improved economic conditions have fueled unprecedented telecom growth in Africa. Africa’s status as being the second most mobile connected continent where about 15% of its billion inhabitants own a cell phone has ushered many African nations into a digital economy and changed lives of people for the better. The telecom revolution has touched people through better access to education and entertainment, helped in disaster management and better agricultural yields and brought people together through social media.
Approaches to migrant labour market integration in Sweden - Niclas JOSEPHSONOECD CFE
Presentation by Niclas JOSEPHSON, Deputy Marketing Area Director, Stockholm Gotland Market Area, Swedish Public Employment Office from the OECD capacity building seminar “A workforce for the future - Designing strong local strategies for better jobs and skills”, 28-29 Nov 2017, Venice, Italy.
More information: http://oe.cd/CBSVenice2018
The Challenges, Opportunities and Recent Initiatives in the Thai VET systemOECD Centre for Skills
Presentation by Dr. Siripan Choomnoom, The Office of the Vocational Education Commission, for the 11th Meeting of the OECD Southeast Asian Regional Policy Network on Education and Skills, 24 November 2021
Dr. Siripan Choomnoom, Senior Advisor at the Vocational Education Commission of Thailand, presented the various initiatives introduced by the Thai government to strengthen the country’s TVET system. These include the improvement of the recognition of prior learning, as well as the promotion of partnerships with educational institutions, SMEs and other industry stakeholders.
How to better engage with employers locally - Friederike SOEZENOECD CFE
Presentation by Friederike SOEZEN, Policy Advisor, Educational Policy, Austrian Federal Economic Chamber from the OECD capacity building seminar “A workforce for the future - Designing strong local strategies for better jobs and skills”, 28-29 Nov 2017, Venice, Italy.
More information: http://oe.cd/CBSVenice2018
The Impact of Social Purpose Organisations on Skills SWF
A presentation of work on the impact of training in Okehampton and a wider discussion of the challenges and lessons learnt from working with this particular cohort of organisations and people such as the difficulties in engaging people going through bad times.
A proper education. The Leasing Life European Conference & Awards 2013. The Leasing Foundation
Building a long-term infrastructure for education, training and development for leasing and asset finance means exploiting the changing nature of education and learning and taking ownership of the education, training and development process, to open up a pipeline for new talent into the industry.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
'ePortfolios for Employability- Promoting Career Learning through Business Engagement' (Kirstie Coolin, CIePD, University of Nottingham)
Abstract accepted for paper number 40 ALT-C 2012
The Challenges, Opportunities and Recent Initiatives in the Thai VET systemOECD Centre for Skills
Presentation by Dr. Siripan Choomnoom, The Office of the Vocational Education Commission, for the 11th Meeting of the OECD Southeast Asian Regional Policy Network on Education and Skills, 24 November 2021
Dr. Siripan Choomnoom, Senior Advisor at the Vocational Education Commission of Thailand, presented the various initiatives introduced by the Thai government to strengthen the country’s TVET system. These include the improvement of the recognition of prior learning, as well as the promotion of partnerships with educational institutions, SMEs and other industry stakeholders.
How to better engage with employers locally - Friederike SOEZENOECD CFE
Presentation by Friederike SOEZEN, Policy Advisor, Educational Policy, Austrian Federal Economic Chamber from the OECD capacity building seminar “A workforce for the future - Designing strong local strategies for better jobs and skills”, 28-29 Nov 2017, Venice, Italy.
More information: http://oe.cd/CBSVenice2018
The Impact of Social Purpose Organisations on Skills SWF
A presentation of work on the impact of training in Okehampton and a wider discussion of the challenges and lessons learnt from working with this particular cohort of organisations and people such as the difficulties in engaging people going through bad times.
A proper education. The Leasing Life European Conference & Awards 2013. The Leasing Foundation
Building a long-term infrastructure for education, training and development for leasing and asset finance means exploiting the changing nature of education and learning and taking ownership of the education, training and development process, to open up a pipeline for new talent into the industry.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
'ePortfolios for Employability- Promoting Career Learning through Business Engagement' (Kirstie Coolin, CIePD, University of Nottingham)
Abstract accepted for paper number 40 ALT-C 2012
Key Characteristics of Strong Vocational SystemsEduSkills OECD
Set out over the following slides are a set of key characteristics of strong vocational systems. These characteristics are based on the policy recommendations for vocational education and training advanced in the OECD reports Learning for Jobs (2010) and Skills Beyond School: Synthesis Report (2014).
Delivered by Helen McNamara of Skills Development Scotland at the Annual Conference of the Chartered Institute of Library and Information Professionals in Scotland (CILIPS), which took place 1-3 June 2009
Employment Hiring issues in The Modern Workforce.aamaxintern
The process of hiring employees has always been a critical component of business operations. impacting organizational success and sustainability. However, the modern workforce is evolving at a light speed due to technological advancement, globalization, and demographic change and shifting workplace norms. These changes have ushered in new complexities and challenges in hiring, which businesses have to maneuver if they are to attract and retain top talent effectively. This article explores the multifaceted nature of employment hiring issues.
examining their causes, impacts, and potential solutions
This presentation was made by Robin Shreeve, CEO of AWPA at the 7th Annual Australasian Talent Conference 2013, 28-30 May 2013 in Sydney themed: Agile Talent Management - Optimise, In-source, Outsource, Offshore, Redeploy.
Apprenticeship gives concrete, hands-on skills that can be put to work in a chosen occupation. A college degree opens up a wide range of opportunities for advancement and career flexibility. Each offers an official credential certifying participants’ skills and knowledge. Together, they can provide young adults with a unique and valuable education. In this workshop Jeanine Nagrod, Executive Director of NJ Place, at Rutgers University, and Liem Tran, of the Wentworth Institute of Technology, will describe how their programs are designed to enable young adults to attain both.
Similar to Aligning the skills system with employer demand (20)
Servizio Civile Universale - Serena SUSIGANOECD CFE
Presentazione di Serena Susigan, Direttrice, ENDO-FAP, Servizio Civile Universale Don Orione, Liguria, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Federica DE LUCAOECD CFE
Presentazione di Federica De Luca, Ricercatrice all’Istituto Nazionale per l’Analisi delle Politiche Pubbliche (INAPP), Referente di progetto “Monitoraggio e Valutazione del Servizio Civile Universale”, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Cristina PASCHETTAOECD CFE
Presentazione di Cristina Paschetta, Responsabile Progettazione, gestione bandi e volontari, accreditamento nuove sedi, Consorzio Monviso solidale, Piemonte, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions - Amit...OECD CFE
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions
Mary AMITI (FED New York, United States)
Despite competition concerns over the increasing dominance of global corporations, many argue that productivity spillovers from multinationals to domestic firms justify pro-FDI policies. For the first time, we use firm-to-firm transaction data in a developed country to examine the impact of forming a new relationship with a multinational, and find a TFP increase of about 8% three or more years after the event. Sales to other buyers, trade and customer quality also increase. However, we also document that starting to supply other “superstar firms” such as those who heavily export or are very large also increases performance by similar amounts, even if the superstar is a non-multinational. Placebos on starting relationships with smaller firms and novel identification strategies relying solely on demand shocks to superstar firms support a causal interpretation. In addition to productivity spillovers, we document the transmission of “relationship capabilities” and “dating agency” effects as the increase in new buyers is particularly strong within the superstar firm’s existing network. These results suggest an important role for raising productivity through the supply chains of superstar firms regardless of their multinational status.
Find out more at https://oe.cd/spl-mtg
E-invoicing data for functional territories definition: the use case of pharm...OECD CFE
E-invoicing data for functional territories definition: the use case of pharmacies
Maria AURINDO (National Institute of Statistics, Portugal)
The presentation illustrates how a new Business-to-Consumer (B2C) database extracted from the Portuguese E-invoice system can be an important tool to explore the functional territories concept taking the pharmacies catchment areas as an example. The discussion addresses data integration methodological options and how Statistics Portugal infrastructural information domains – Business register, Building and fraction register and Population register – were crucial for this exercise, developed within the CE-SIG – Map of facilities and services project.
Find out more at https://oe.cd/spl-mtg
Mapping location and co-location of industries at the neighborhood level - A...OECD CFE
Mapping location and co-location of industries at the neighborhood level
Alessandro ALASIA, Dennis HUYNH (Statistics Canada)
In Canada, there is limited analysis on industry locations at the neighbourhood level; location and co-location of industries have been assessed primarily at the regional scale which results in an information gap for businesses. Recent evidence suggests that businesses do not just choose a city for their location, they choose specific business districts within a metropolitan area. Recent improvements in the geolocation of business microdata allow to address the information gap. This work, undertaken as part of the Business Data Lab and in collaboration with the Canadian Chamber of Commerce, is a first attempt to map industry locations at the neighbourhood level in major metropolitan areas of Canada. Using establishment-level microdata from the Business Register, we apply spatial kernel density estimations to identify neighbourhoods with high employment/revenue density for selected industries (2-digit NAICS) and industry clusters (grouping of 6-digits NAICS). The geographic delineation of business districts within metropolitan areas is the first step in understanding the evolution of industry location and co-location over time, and assessing local business dynamics at the neighbourhood level. Ultimately, these business districts can be analyzed in combination with additional data sources (e.g., mobility and road traffic) to derive further economic insights.
Find out more at https://oe.cd/spl-mtg
Advancing and democratizing business data in Canada- Patrick Gill & Stephen TappOECD CFE
Democratizing data through innovative data governance and visualizations
Patrick GILL, Stephen TAPP (Chambers of Commerce, Canada)
Small organizations in Canada struggle with accessing and leveraging data on business conditions and trends. These organizations have expressed difficulty in knowing what is available, accessing it and converting this information into actionable insights. To empower small organizations with more business-related information and insights, the Canadian Chamber of Commerce has built a suite of free tools that merge and visualize traditional statistics with powerful high-frequency data sets (e.g. payments and mobility). This work is enabled by innovate data governance (e.g. a data trust) and a collaborative partnership with Statistics Canada. The Canadian Chamber of Commerce is continuing work with Statistics Canada to release more local business information available through the agency’s Business Register (e.g. the mapping of local business districts), and is exploring how Generative AI can support small organizations’ navigation and understanding of the business information it has curated.
Find out more at https://oe.cd/spl-mtg
Firm-level production networks: evidence from Estonia - Louise GuillouetOECD CFE
The market microstructure of industrial ecosystems in the digital and green transitions: evidence from Estonia
Louise GUILLOUET (Science, Technology and Innovation Directorate, OECD)
Thanks to a unique combination of administrative and survey data matched to the Estonian VAT data, this project studies how information on transaction data can shed light on industrial policy making, through two different angles: 1/ Improving the understanding of the production network, industrial ecosystems and the relevant unit of analysis for industrial policy design and 2/ An application to the diffusion of the green and digital transitions, showing the role of production network in technology diffusion and how this can be leveraged to increase policy effectiveness.
Find out more at https://oe.cd/spl-mtg
Horizon 2020 - research networks across borders - Rupert KawkaOECD CFE
Involvement of rural regions in European research networks
Rupert KAWKA, Torsten SCHUNDER (Federal Office for Building and regional Planning, Germany)
This study investigates the distribution of the European Union's Horizon 2020 funding programme on rural and urban regions between 2014 and 2020 and the resulting urban-rural links. Leveraging the Horizon 2020-database covering the 2014-20 programming period, which encompasses data on approximately 35,000 funded projects involving nearly 180,000 partners, the paper explores the participation of rural firms and organisations in the broader European research framework. By integrating the urban-rural classification of NUTS 3 regions, the research addresses key questions concerning the involvement of rural regions in Horizon 2020 projects, the structural differences in projects with and without rural participation, and the dynamics of urban-rural collaboration in research. The study further aims to identify potential clusters of rural innovation hubs across Europe and assess spatial disparities.
Find out more at https://oe.cd/spl-mtg
How can the social and solidarity economy help refugees along their journey?OECD CFE
Forcibly displaced people fleeing violent conflict and other forms of persecution find support from the social and solidarity economy (SSE) along their pathways, from their country of origin to asylum protection. The numbers are growing and new OECD work sheds light on how the specific values and characteristics of SSE entities provide high-quality responses to refugee needs and facilitate integration in host communities.
The SSE can support access to rights, empowerment, social and labour market inclusion of refugees. Join this webinar with the UNHCR, SINGA and NESsT Poland to discover how the SSE plays a role in the steps along the way of refugee’s journey.
Data-driven regional productivity scorecards in the United Kingdom - Raquel O...OECD CFE
Presentation by Raquel Ortega-Argilés, Professor of Economics, Manchester University and Director of the Productivity Laboratory, The Productivity Institute, United Kingdom at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Competitiveness for Wellbeing - Basque Country - James Wilson.pdfOECD CFE
Presentation by James Wilson, Research Director, Orkestra, Basque Institute for Competitiveness, Spain at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
The productivity board of the autonomous province of Trento - Carlo Menon.pdfOECD CFE
Presentation by Carlo Menon, Economist, Trento Centre for Local Development, CFE, OECD at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia...OECD CFE
Presentazione di Mattia Corbetta, Policy Analyst al Centro OCSE di Trento per lo Sviluppo Locale per il lancio del rapporto OCSE "Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia Giulia", 4 ottobre 2023, Trieste.
Maggiori informazioni www.trento.oecd.org
Immersive technologies and new audiences for classical ballet-RogersOECD CFE
Presentation by Tom Rogers, Creative Digital Producer, Birmingham Royal Ballet, United Kingdom at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Data-driven art residencies to reshape the media value chain-BlotOECD CFE
Presentation by Manon Blot, Project Manager, Cultural and Artistic activities and EU projects, France at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Lara Assi, United Kingdom, & Natalie Lama, Jordan at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Harry Verwayen, General Director, Europeana Foundation, the Netherlands at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Exploring Abhay Bhutada’s Views After Poonawalla Fincorp’s Collaboration With...beulahfernandes8
The financial landscape in India has witnessed a significant development with the recent collaboration between Poonawalla Fincorp and IndusInd Bank.
The launch of the co-branded credit card, the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card, marks a major milestone for both entities.
This strategic move aims to redefine and elevate the banking experience for customers.
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
1. Aligning the skills
system with
employer demand
UK Commission for Employment and Skills
Scott Johnson
2. Achieving employer leadership?
Our vision for the system
Froma centrally-driven system
that’s overly complex, subject to
constant structural change, and
where employer and employee voice
is crowded out.
To employer ownership of
skills through industrial
partnerships, creating ladders of
opportunity, innovation and growth
aligned with industrial strategy
priorities and local action.
Acute skills shortages
combined with poor use of the
skills we have, alongside
limited work based routes to
higher-middle skill jobs -
constraining competi- tiveness
and investment.
Stumbling productivity,
depressed wage growth and
difficult progression routes
for those in low-skilled jobs,
exacerbated by a decline in
middle level jobs.
Declining opportunities for
combining study and work,
with limited pathways into
work for young people and
few opportunities to gain real
work experience.
Employers should lead on
skills and government
should let them.
Workplace productivity
should be recognised as
the route to prosperity
Earning and learning should
be the gold standrad for
vocational pathways
Education and employers
should be better connected
to prepare people for work.
Success should be
measured by a wider set of
outcomes not just
educational attainment
3.
4. From principle to action
Industrial partnerships
Connection with education
Workplace productivity
5. Thank you
E: info@ukces.org.uk
W: www.gov.uk/ukces
@ukces
6. Thank you
E: info@ukces.org.uk
W: www.gov.uk/ukces
@ukces
Editor's Notes
Thank you for inviting me to this important international conference where we are debating what’s important from our country experiences to building effective skills strategies and ensuring they are effectively delivered nationally and locally. This is an issue that touches the very heart of the organisations I represent and what I do daily in one way or another:
First in terms of my own business, I am the CEO of Chas Smith Group Ltd, which is a SME in the construction sector. Here it is absolutely essential to the success of my business that I have the most capable and highly skilled workforce and
Second in my role as a Commissioner at the UKCES. Since its establishment in 2008, the UKCES has been working with industry leaders and government to improve the operation of the skills and employment system across the UK to improve the benefits for businesses, individual people and the economy at large. In particular, the Commission, and its 28 Commissioners, believe that success of the UK system, and wider economy, and the route to sustainable long term economic growth, depends on the action of business, and building strong employer leadership and collective action to shape investment. I will therefore be drawing on insights from our work in what I say today.
I have been asked to give my impressions, drawing on my UK experience, of what we are doing to improve the skills system and in particular to ensure the skills provision/training offered is more effectively aligned with business/employer needs. In other words, how do we ensure the system adapts to labour market changes and provides people with high quality skills that enable them to get in and on in the labour market and to progress through their working lives.
There are 2 parts to what I am going to say:
First one or two quick words about the skills challenges the UK faces and why having an agile responsive system is important.
Second one or two highlights of the important things that are being done to improve our system and that it is responding to employers needs/tackling this challenges
So what are the challenges?
The UK economy is on the mend. After one of the most challenging recessions in living memory we are now seeing steady recovery in growth and employment, but major long term challenges remain. Reversing the collapse in productivity – how much the UK economy produces per hour worked - is now the number one challenge facing the UK. The recovery has been jobs rich but pay poor, and the knock-on consequences on social mobility and living standards are all too visible. Businesses can turn this around by unlocking the potential of people to drive performance and productivity.
Skills play a critical part; they have become the global currency of the 21st century. Without proper investment in skills, people struggle to find employment, business opportunity does not translate into business growth and the UK will not compete to its full potential in the global economy.
Earlier this year we set out an analysis of the deep-rooted skills and employment challenges using the metaphor of rungs on the career ‘ladder’:
Getting in: For young people, securing that first foothold into a good career is a lot harder than it used to be. Youth unemployment is falling but the youth unemployment rate is still four times the size of the adult unemployment rate. This is a structural problem – it reflects a decline in entry level jobs in the industries where young people traditionally find work. Young people are in a catch 22 – two thirds of employers say young people need work experience to get a job but there are fewer and fewer opportunities for young people to combine work with learning.
Getting on: At the middle of the ladder, the ‘hourglass economy’ means that prospects are good for those at the top. But the decline of ‘middle skill’ jobs means that there is greater competition for those at the bottom and fewer opportunities to get on and move up. The recovery has been jobs rich but pay poor – too money people are cycling between low pay and no pay and over 5 million people in Britain work in low-paid jobs
Moving up: At the top of the ladder we have a conundrum where in certain sections of the economy, businesses face critical technical and managerial skills shortages that are threatening future growth – for example manufacturing and engineering. At the same time, half of UK employers report having staff with skills and qualifications that they don’t use. By 2020, nearly half of the workforce will be qualified to degree level and above - the challenge is for businesses to absorb those skills – to innovate and turn potential into productivity and offer fulfilling and productive work – the real route to pay and progression.
So what are we doing about it?
There are a range of reforms underway within the skills system, and UKCES has provided commentary on these various developments. Later this month we will be publishing a policy statement that will suggest changes that need to be made by government, employers and learning providers to address the challenges I’ve just outlined. This statement is called ‘Growth through People’. This statement builds on our previous work and our substantial evidence base, reflecting what we know works and what we see that’s showing promise to set out a long term direction of travel for our skills system.
We have identified five priorities which we believe are essential to improving our system and ensuring moving forward our system better serves business needs and achieve sustainable growth through people. These are presented on the right side of this diagram. As time is short I will focus on some key proposals for the UK Commission, particularly around employer leadership.
These challenges are not new and there is no easy win. What’s more, they vary by sector, local area and business size.
We think there are a series of key priorities which need to underpin the long term direction of the UK employment and skills system to create more and better opportunities for people and businesses. One of these is the need for greater employer leadership and collaboration on skills.
UKCES has consistently argued that strong employer leadership is the key to tackling skills and productivity challenges. This means employers, with their employees, taking greater responsibility for developing the skills and jobs for future competitiveness. Industry-wide collaboration is vital to building these skills. Employers, working collaboratively with each other and with their employees and trade unions, should take greater leadership and responsibility for raising the bar on skills at the sector and local level. Government should commit to supporting employer-led partnerships on skills as a central part of long term growth plans and as a way of aligning public and private resources - recognising that they take time and need stability to grow.
Our vision of Employer Ownership is underpinned by 5 principles:
Employer ownership and responsibility drives jobs and growth. Creating the conditions that encourage the best employers to step up and work with their employees, trade unions, colleges and training providers to take end to end responsibility for workforce development in their industry will drive ambition, quality and better utilisation of skills.
Customer focused and outcome driven ensures that businesses and people are at the heart of how the skills system operates. Designing services with a relentless focus on customers will create a responsive system that uses outcomes as the measure of success - more and better jobs for people and jobs better done for business.
Alignment of strategy and investment leverages more and better outcomes. Routing the public contribution through the employer will create a single market for skills where supply responds to genuine demand and public investment leverages greater private investment.
Simple and transparent systems engage customers. Developing accessible and simple structures will give customers confidence to engage with the skills system and transparent public investment enables employers and employees to value government’s contribution to developing people.
Collaboration delivers relevant skills for jobs and growth. Incentivising greater collaboration between employers, unions, colleges/training providers and business networks will deliver higher quality vocational learning. Through such collaboration we are better able to reach and engage with small and medium enterprises. Colleges become key stakeholders within local economies, and teaching and learning is a core driver of local growth and prosperity.
EO from the SME perspective (lessons/observations from your perspective……?)
In practice, these principles translate into a variety of strong employer action on the ground.
Industrial Partnerships
Industrial strategy in its various guises across the UK is proving a strong starting point. There has been real progress in government and businesses working together on a long term growth plan that includes skills and employment policy. As a result of pilot projects where funding was routes to employers, partnerships are now in place across eight sectors ranging from the creative industries to automotive to science. For example, through the Energy and Efficiency Industrial Partnership, led by National Grid, employers in the power and utilities sector are working together for the first time with their supply chains to tackle issues of energy demand and job creation. The Partnership has received £33 million of government investment, which has been matched by £82 million of employer investment.
Connecting business with education
To create a workforce with the right skills and experience, far greater connectivity is needed between the education system and the world of work – at every level. This means businesses that see themselves as having a role in education; schools, colleges and universities that routinely work with businesses, and individuals who develop a lifelong habit of learning. Only 1 in 4 businesses offer any form of work experience and we have critical technical skills gaps – Education and the world of work must be better connected to empower and motivate people to develop relevant skills to meet business needs. Apprenticeships are one of the most effective ways for young people to get into work but we are a long way off them being a credible route into work or higher learning – we need to expand quality apprenticeships as a gold standard of earning and learning.
Employers need to play a more integral role throughout the whole vocational education system and a focus on employer leaderships and quality is critical in vocational courses at all levels delivered in colleges, schools and universities. In England we have a low number of courses at the level after school and below degree (which can also be described as professional technical education). We suggest that colleges in particular need to work more closely with employers in order to increase the range and quality of provision available at this level.
Workplace productivity
How productive people are in work depends on their level of skills but also on how those skills are used. In turn, this depends on how jobs are designed and how people and organisations are managed. This is an important issue at the lower end of the labour market where the UK is nearly unique in that just under a quarter of all jobs only require primary school level education attainment. To prosper, businesses and workers must adapt. The workplace needs to be a site for lifelong learning, innovation and social mobility. This means better management of people and organisations, better job design, increased employee engagement, new ways of working and far greater transparency about the value of people to business success.
Concluding comments
In the last few decades, the skills and employment landscape, particularly in England, has been too dynamic – there have been 61 Secretaries of State over the last 3 decades. Over time, this has alienated real employer engagement - just 18% of employers engage with schools, colleges and universities to provide some kind of work experience (whether that is mentoring, setting coursework, mock interviews, placements etc. (EPS 2014)) - to the detriment of learners and businesses.
Government’s role is to create the right conditions and incentives that support employers and employees to focus on long-term business and career development, not short-term government initiatives.
In turn, the business community –meaning employers and employees - need to step up to take leadership and responsibility for developing the skills and jobs that are needed for future competitiveness. Businesses, and the people who work in them, must be in the driving seat. They are the engines of growth and hold the key to improving productivity and providing good jobs.