Employability. Executive acknowledges (i) that Executive has sufficient abilities and talents to be able to obtain, upon the termination of Executive’s employment, comparable employment from another business while fully honoring and complying with the above covenants concerning confidential information and contacts with the Company’s or any of its Affiliates’ customers or employees, and (ii) the importance to the Company and its Affiliates of the above covenants. Accordingly, for a period of one (1) year following the termination of Executive’s employment with the Company and upon the Company’s reasonable request of Executive, Executive shall advise the Company of the identity of Executive’s new employer and shall provide a general description, in reasonable detail, of Executive’s new duties and responsibilities sufficient to inform the Company of its need to request a court order to enforce the above covenants.
Employability. Not arrested for any offense Not arrested for an OUI offense during treatment Participation in self help during treatment Completed Treatment Referral in the Continuum of Care Referral to Mental Health Services Average time in treatment for completed clients (weeks) Units of service to be delivered. Total Program and SAMHS Units are based on a 90% minimal annual delivery standard. Agencies that exceed 100% of contracted units of service per quarter will receive an incentive payment of 5% of the quarterly payment. Agencies that do not meet 90% of the contracted service units for the quarter will receive a cut in reimbursement of 5% for that quarter. Program performance must be at or above the minimal level on the following performance indicators (primary clients only), monitored on a quarterly basis: Access to treatment: median time to assessment 4 calendar days Agencies that have median time of more than four days will have their payment reduced by 1%. Agencies that have a median time of two days or less will receive an incentive payment of 1%. Access to treatment: median time to treatment 7 calendar days Agencies that have a median time between assessment and treatment of greater than seven calendar days will have their payment reduced by 1%. Agencies that have median time between assessment and treatment of less than three days will receive an incentive payment of 1%. Treatment Retention: stayed for four sessions minimum standard 80% Agencies that have less than 80% of their clients stay for four or more sessions will have their payment reduced by 1%. Agencies that have greater than 85% of their clients stay for four sessions will receive an incentive payment of 1%. Completed Treatment: minimum standard 50% Agencies that have less than 50% of clients complete treatment will have their payment reduced by 1%. Agencies that have more than 60% of clients complete treatment will receive an incentive payment of 1%.
Employability. The Employee represents and warrants that he is not party to, or bound by, any agreement or commitment, or subject to any restriction, including, but not limited to agreements related to previous employment containing confidentiality or non-compete covenants, which in the future may have a possibility of adversely affecting the business of the Company or the performance by the Employee of his duties under this Agreement.
Employability. The provision of highly vocational programmes designed and developed to meet the needs of the professions is the principal and most obvious means through which the Conservatoire promotes the employability of its graduates. Quite simply, students learn in a proto-professional environment replete with opportunities to perform and to work with industry and individual practitioners, both in the Conservatoire and out there in myriad professional contexts. The Conservatoire is an integral and very well connected part of the creative industries and we manage a number of partnerships, all of which help to ensure that our graduates leave us equipped with the skills, knowledge and insights which employers require. Examples of those partnerships are given under Priority 4 below. The following examples illustrate our approach to working with potential employers to ensure that our programmes develop in students the skills and insights that they need to either gain employment or to pursue a career as a self-employed artist: An MMus in Piano for Dance, delivered jointly with Scottish Ballet; a BA in Modern Ballet that was designed in collaboration with Scottish Ballet and is delivered by staff who are employed by the Conservatoire and by Scottish Ballet; a BA Performance in British Sign Language and English in response to both applicant and industry demand and in collaboration with professional company Solar Bear; a Masters in Classical and Contemporary Text delivered in collaboration with Xxxxxxxxxxx’s Globe and Playwrights’ Studio, Scotland extensive use of external placements, which include mentoring opportunities; the employment of significant numbers of part-time teachers, directors and other professionals who are professionally active in the performing arts; the involvement of potential employers and practitioners in programme design and as members of programme review and validation panels; the gathering and analysis of graduate feedback; and the frequent use of practitioners as specialist external assessors. We are clear that the performing arts in the 21st century require practitioners who are innovative, inter-disciplinary and collaborative artists, teachers and technicians. The current review of our undergraduate curriculum, leading to the introduction of a revised curriculum in 2017/18, will ensure that the Conservatoire continues to produce such graduates. The review will have a particular focus on the development of teaching skills in all o...
Employability. The current and future functioning of the employee and the organization are closely linked. The employer will implement a policy that is oriented toward promoting the employability of the employee now and in the future, through which his job security will improve. The employee is aware of his own responsibility with respect to the improvement of his employability and is prepared to work towards achieving this.
Employability. (a) Executive affirms that s/he is presently not subject to a restrictive covenant or other prior agreement that would prohibit or restrict employment with the Company.
(b) If Executive learns or becomes aware or is advised that s/he is subject to an actual or alleged restrictive covenant or other prior agreement that may prohibit or restrict employment by the Company, Executive shall immediately notify the Company of the same.
(c) If any action is brought against the Company involving any actual or alleged restrictive covenant or other prior agreement which may prohibit or restrict Executive's employment by the Company, Executive covenants and agrees to indemnify and hold the Company harmless from any and all costs incurred in defending such litigation, including but not limited to court fees, attorneys' fees and disbursements, and from any and all liability, judgment or settlement assessed against the Company as a result of any breach of or interference with such restrictive covenant or other prior agreement which may prohibit or restrict Executive's employment by the Company.
Employability. Realistic job assignments will be applied, both on an individual level and on team level, in planning and performance of the work to be done. This means that it must be feasible to perform job assignments realistically – considering the available time, capacity and means – within the weekly working hours. This applies both for the planning of the assigned tasks and for possible adjustments, in mutual consultation, of the assigned tasks (type and/or scope) during the academic year. When the tasks are assigned, keeping up- to-date with developments in the area of expertise, amongst others, and replacement, for example in case of illness and professionalization, must be taken into account and furthermore, where teaching staff is concerned, teaching, including preparation and follow-up.
Employability. The City strives to maximize the productivity and full potential of all City employees by providing career development opportunities within the organization. The City will continue these opportunities as well as endeavor to retrain and in-place employees in the event of job changes as a result of streamlining work processes, advances in technology and/or the elimination of current work assignments.
Employability. The University is committed to supporting its students to succeed on their courses and then move on to a fulfilling career. Whilst Roehampton has a strong record in employability it intends to build on this even further. In 2008-09, 88% of graduates were in employment or further study six months after graduation, compared to a UK average of 90%. We have this year created a new Student Development Office to enhance the support provided to students in developing their employability skills, bringing together the employment and careers service, placements, student entrepreneurship, volunteering and wider activities like extracurricular sports. In addition the University will be offering more opportunities for students to study abroad for a semester and is also looking at increasing opportunities for students to be employed on campus so as to provide both income and work experience. The University has been allocated 74 scholarships for 2012. We wish to keep our scheme simple and transparent: a complex system of selection would only add to the confusion inherent in the new funding system, as well as incur high administration costs, which we do not believe is an appropriate use of student fee income. We therefore welcome the Secretary of State’s announcement that ‘the programme will remain flexible in its initial years’. To keep in line with our financial model we will need to spread our contribution equally over 2 years – the recipients 2nd and 3rd years of study. This also encourages retention and helps students at each stage of their studies. We will distribute the scholarships based on a combination of household income and prior attainment, which supports our strategy to encourage aspiration among under-represented groups. In doing so we will acknowledge attainment through achievement at A level as well as other qualifications. The University will allocate the National Scholarship Programme recipients a £1,000 cash bursary during their studies with the remainder of the award allocated as tuition fee waivers. The cash bursary will be made up of £300 in years 1 and 2 of their studies and £400 in their final year. Tuition fee waivers will be £2,700 in year 1, £1,200 in year 2 and £1,100 in year 3. Awards will be made to the top 74 new entrants in year 1 by their tariff score that are in receipt of a full maintenance grant.
Employability. 3.15.1 In the initial years of the current economic downturn, which hit the West Midlands particularly hard, we experienced a drop in the ‘Positive Destination’ metric of the Destination of Leavers from Higher Education survey. Our positive destination performance, which has moved from 66% in 2009/10 to 79.9% in 2014/15, suggests that the targeted activity implemented to support Coventry University’s employability strategy has had a positive impact.
3.15.2 We wish to continue focussing on improving the employability of our diverse student population to secure an advantage in the increasingly competitive graduate job market. This is of particular relevance for students who may lack the social capital due to their background to otherwise progress into their chosen profession. Coventry’s Education Strategy continues to ‘embed a range of workplace competencies and employment relevant to the student qualification aim’ providing a professional and career relevant focus to our students throughout their studies.
3.15.3 We are committed to our embedded approach to employability, from curriculum design, the delivery of our Add+vantage module scheme, placement opportunities, and engagement with employers including the showcasing of our diverse and inclusive student population to non‐traditional employers of Coventry graduates, to providing our students with many opportunities to engage in volunteering, mentoring and ambassador schemes. This is in line with sector evidence reported by the UUK advisory group that “demonstrated that there are a range of interventions that could help address differences in graduate outcomes. These include collaborations with employers on the development of degrees, the embedding of employability into the curriculum, and the provision of opportunities for students to engage in social action, volunteering or participation in outward mobility programmes. University careers’ services are also integral to brokering links with employers, for instance in facilitating work experience including internships and placements.” (UUK, 2016, ‘Working In Partnership: Enabling Social Mobility In Higher Education. The final report of the Social Mobility Advisory Group’)
3.15.4 Under this access agreement we are accordingly committing to a range of activities and 74% of the associated expenditure to support employability. To date activities have included: • The provision of Employability Tutors and a sector specialist Employability Unit in each Faculty to w...
