Talent Development Sample Clauses

Talent Development a. By December 31, 2025, the Company shall implement an on-going, formal, progressive talent development program for entry-level employees. b. By December 31, 2025, the Company shall provide a career ladder for at least 40% of the Project’s Austin-Based Employees, including at least 25% of those employees whose salary is less than the median salary of the Project’s Austin-Based Employees. c. By December 31, 2025, the Company shall collaborate with one or more schools in Austin to recruit interns and/or apprentices and to provide education about opportunities in the Company’s industry. d. By December 31, 2025, the Company shall provide tuition reimbursement to the Project’s Austin-Based Employees for job-related degree or training programs. e. By December 31, 2025, the Company shall participate annually in at least one job fair or career exploration day event sponsored by one or more local colleges or universities. f. By December 31, 2025, the Company shall provide at least six weeks of paid leave to any Austin-Based Employee upon the birth or adoption of a child.
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Talent Development. Ensuring every athlete and coach has a clear pathway to elite performance. Future medal success at elite level depends on strengthening the talent pathway from school to club athletics by identifying talent, which is nurtured, safeguarded and developed through excellent coaching and competition. Our talent system must also reflect our sport by offering safe and equal opportunities for all and be completely unaffected by race, gender, disability, ethnic background or social grouping. We must successfully develop our talent structures embracing partnerships with universities and colleges. We aspire to create athlete and coach opportunities that reflect the excellent education and coaching resources under one roof to offer options for emerging athletes as they prepare for world-class opportunities and competition. This will ensure more athletes are able to choose their sporting path and plan for their future. • Establish a clear, safe and transparent system of talent identification and development for all athletes by delivering an accessible and progressive pathway. • Build strong partnerships with clubs, universities and colleges to support the welfare and development of talented athletes as they progress through tertiary education. • Support clubs to develop their athlete offer to help recruit, retain and safeguard talented athletes of all ages with a specific focus on 15–20-year olds. • Create more development opportunities for talented home- country athletes to compete at international level. • Ensure coach development opportunities reflect and match those for the development of athletes enabling a clear pathway for coaches to grow with athletes and aspire to elite levels of coaching.
Sample 1
Talent Development a. By December 31, 2020, the Company shall provide a career ladder for at least 40% of the Project’s Austin-Based Employees, including at least 25% of those employees whose salary is less than the median salary of the Project’s Austin-Based Employees b. By December 31, 2020, the Company shall provide employer-paid educational opportunities offered to at least 50% of the Project’s Austin- Based Employees whose salary is less than the median salary of the Project’s Austin-Based Employees. c. By December 31, 2020, the Company shall provide at least three weeks of paid leave to any Austin-Based Employee upon the birth or adoption of a child.
Sample 1
Talent Development. 5.1.01 The Company agreed to begin providing a career ladder for at least 40% of the Project’s Austin-Based Employees, including at least 25% of those employees whose salary is less than the median salary of the Project’s Austin-Based Employees by December 31, 2020. Describe the actions taken by Astute Electronics Inc throughout the year ended December 31, to comply with this obligation. 5.1.02 The Company agreed to begin offering employer-paid educational opportunities to at least 50% of the Project’s Austin-Based Employees whose salary is less than the median salary of the Project’s Austin-Based Employees by December 31, 2020. Describe the actions taken by Astute Electronics Inc throughout the year ended December 31, to comply with this obligation. 5.1.03 The Company agreed to begin providing at least three weeks of paid leave to any Austin-Based Employee upon the birth or adoption of a child by December 31, 2020. Describe the actions taken by Astute Electronics Inc throughout the year ended December 31, to comply with this obligation.
Sample 1

Related to Talent Development

  • Independent Development Receiving Party may currently or in the future be developing information internally, or receiving information internally, or receiving information from other parties that may be similar to the Disclosing Party's Confidential Information. Accordingly, nothing in this Agreement will be construed as a representation or inference that Receiving Party will not develop or have developed products or services, that, without violation of this Agreement, might compete with the products or systems contemplated by the Disclosing Party's Confidential Information.

  • Joint Development If joint development is involved, the Recipient agrees to follow the latest edition of FTA Circular 7050.1, “Federal Transit Administration Guidance on Joint Development.”

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement. a. Develop a Work Breakdown Structure (WBS) for each project. b. Evaluate Scope Statement to develop a preliminary cost estimate and determinate whether project be vendor bid or be executed under a Job Order Contract (JOC).

  • Job Development ‌ a. Does the district conduct or access job development services to expand job opportunities for TA and SNAP participants? Yes No If Yes, select how the district participates in job development activities. District staff contacts employers to solicit jobs for TA and SNAP Participants. Describe below how this is done, including number of staff, frequency of contacts, etc. Self Sufficiency Supervisory Staff members promote the hiring of Temporary Assistance clients through the use of the Transitional Employment Advancement Program (TEAP). MCDSS offers periodic job interviews with 60 - 75 TA recipients (concentrating on the Safety Net Singles) to fill vacant positions with companies who may participate with TEAP or OJT. Daily, job openings are received from area employers and reviewed by the Self Sufficiency staff for possible applicant matching. All jobs are posted in our waiting rooms, handed out at our front windows, given during recertification interviews or employment assessments for clients and applicants to review and submit applications to. To find additional employers, intranet searches of employment web sites, phone calls, cold calls, and mailings are made to employers in the area to explain the TEAP and OJT contracts along with information about Tax Incentives. Self Sufficiency staff also attend Job Fairs, as they arise to speak with employers and discuss the benefits of hiring a client currently on Public Assistance. Individuals that are eligible for TEAP or OJT are also given a TEAP brochure and OJT literature to use to advise potential employers that they are eligible for TEAP or OJT if they are hired. The Employment Coordinator receives notifications of job postings from various Monroe County vendors, we then try to match clients with these positions. MCDSS screens recipients for job skills matching current openings at an employer. MCDSS then schedules recipients to come to office and have a job interview here in the building. We assist with online application filing and interview preparation before the interview is conducted with the employer. MCDSS receives notifications of community job fairs and advises employable individuals to attend. MCDSS is able to have a sign in table at these events and are able to mentor individuals and offer support during the fair. District contracts or has an agreement with another agency to contact employers and solicit jobs for TA and/or SNAP participants. Describe below how this is done, including number of staff, frequency of contacts, etc. RochesterWorks, Inc. - There are 3 full-time staff dedicated to employer outreach on the RochesterWorks Business Services team. Outreach is done on a daily basis in a variety of ways such as through daily job posts on behalf of business, presentations to business/industry associations and groups like the local Xxxxxxxx of Commerce, Pro-ROC (Professional Recruiters of Rochester) and other networks; one-on-one meetings at employers’ worksites, virtually, over the phone or via email; virtual and in-person recruitment events; and monthly business newsletters. RochesterWorks also engages employers referred by our local county Economic Development Department as well as the Department of Labor, to promote and connect job seekers with hiring companies. In addition to free job posting, recruitment events, and promotion, RochesterWorks offers work-based training grants in the form of On-the-Job Training (partial wage subsidy) and Transitional Jobs (fully subsidized). Career Systems currently refers Job Seekers from a number of programs to area job fairs. They will continue this and consider a referral to a job fair to be equivalent to a referral to potential employment; it will be a condition of continued eligibility for the program. They will facilitate, monitor and report this attendance and participation. Career Systems will also develop relationships with hiring agencies that will allow groups of participants to be interviews at the job site. Career Systems staff will facilitate, monitor and report attendance at these functions.

  • Skills Development The Company acknowledges the changing pace of technology in the electrical contracting industry and the need for employees to understand those changes and have the necessary skill requirements to keep the Company at the forefront of the industry. The Parties to this Agreement recognise that in order to increase the efficiency, productivity and competitiveness of the Company, a commitment to training and skill development is required. Accordingly, the parties commit themselves to: i) Developing a more highly skilled and flexible workforce. ii) Providing employees with career opportunities through appropriate training to acquire the additional skills as required by the Company. Taking into account; The current and future skill needs of the Company. The size, structure and nature of the Company. The need to develop vocational skills relevant to the Company and the Electrical Contracting Industry. Where, by agreement between the employee and employer, an employee undertakes training providing skills, which are not a company specific requirement, any time spent in the completion of this training shall be unpaid.

  • Staff Development ‌ The County and the Association agree that the County retains full authority to determine training needs, resources that can be made available, and the method of payment for training authorized by the County. Nothing in this subsection shall preclude the right of an employee to request specific training.

  • Subsequent Developments After the date of this Contract and until the Closing Date, Seller shall use best efforts to keep Buyer fully informed of all subsequent developments of which Seller has knowledge (“Subsequent Developments”) which would cause any of Seller’s representations or warranties contained in this Contract to be no longer accurate in any material respect.

  • Employee Development The Employer may provide employees the opportunity to participate in appropriate seminars, workshops or short courses. When possible and appropriate the Employer will provide to all staff information on seminars, workshops or short courses by posting a notice on the Employer’s internal web site.

  • Career Development The City and the Union agree that employee career growth can be beneficial to both the City and the affected employee. As such, consistent with training needs identified by the City and the financial resources appropriated therefore by the City, the City shall provide educational and training opportunities for employee career growth. Each employee shall be responsible for utilizing those training and educational opportunities made available by the City or other institutions for the self- development effort needed to achieve personal career goals.

  • Curriculum Development This includes the analysis and coordination of textual materials; constant review of current literature in the field, some of which are selected for the college library collection, the preparation of selective, descriptive materials such as outlines and syllabi; conferring with other faculty and administration on curricular problems; and, the attendance and participation in inter and intra-college conferences and advisory committees.

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