it should have in-house technological competence in the form of technically qualified and motivated entrepreneurs or managers with innovative ideas and technically skilled employees.
like the Swedish regulatory changes that allowed employers to provide their employees with cheap PCS which in turn drove demand of broadband and Internet services.
Key Initiatives Encourage employee share ownership (Proposal 15, page 76) Establish Industry Growth Centres (Proposal 13, page 72) Reform the vocational education and training sector (Proposal 10,
The Government will improve the tax treatment of Employee Share Schemes (more detail under Ambition 4). The Government will deliver a White paper on the Reform of Australia's Tax system,
and employees to negotiate individual flexibility arrangements is limited not unduly; reform rules governing union right of entry;
The Government will improve the tax treatment of Employee Share Schemes from 1 july 2015, at a cost of $200 million over four years, with particular benefits for start-ups,
-200 0200 400 600-2000 200 400 6002008 2010 2011 2013 Non-market*Market No. of employed persons('000) Chart 9:
and 85 per cent have fewer than five employees (Connolly et al, 2012). The need to keep up-to date with so many regulatory requirements is an additional burden for the local newsagent, drycleaner, baker and butcher,
and removing the requirement for employers to re-offer choice to their employees when superannuation funds merge.
Improve taxation arrangements for Employee Share Schemes TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness The Reform Agenda:
and excellence as well as improve employees'skills to retain good employees. Initiatives to increase international competition and improve market access In the 1980s, 1990s and early 2000s,
A survey of employers by the National Centre for Vocational education Research (2013b) indicated that satisfaction in the ability of the system to deliver job ready employees declined 6 percentage points, to 78 per cent, between 2011 and 2013.
and provide employers the skilled employees they need to grow their business. Training for Employment Scholarships:
and be reimbursed for the cost of up to 26 weeks of training once their employee completes their training.
Improving workplace flexibility by enhancing the scope for employees to make individual flexibility arrangements that meet their genuine needs Under the Fair Work Act employees
This means that employees covered by an enterprise agreement may be denied the opportunity for more suitable workplace arrangements
We will also require employees and employers to consider productivity improvements when bargaining for an enterprise agreement.
the Government aims to ease the administrative burden on employers by taking responsibility for making payments to eligible employees.
The Fund will assist automotive employees to have recognised their skills and provide training for new jobs,
and assist automotive employees to secure new jobs; assist automotive supply chain firms capable of diversifying to enter new markets;
Improve taxation arrangements for Employee Share Schemes Job creation and productivity growth don't just happen in a vacuum,
which employees have an ownership interest are more productive than those that do not (Employee ownership Australia and New zealand, 2014).
An Employee Share Scheme Where an employer provides a financial interest in their company (usually through shares or options) to their employee (s) in relation to their employment.
Ambition 4 77 Employee Share Schemes (ESS) are used in many countries to attract and retain high quality staff to innovative start-up companies by providing them with a financial share of the potential upside of success of the company.
if an employee is provided with shares or options through an ESS, any discount that the employee receives by acquiring the shares or options,
relative to the market price, is a benefit relating to employment and so would usually be considered income of the employee.
Prior to 2009, employees could choose to have qualifying ESS shares or options taxed up-front or at a deferred taxing point (subject to certain conditions).
In 2009, changes were made to how the ESS arrangements are taxed. Shares provided under an ESS are taxed currently up-front
(when provided to the employee) unless there is a risk that the employee will forfeit the shares, in
which case taxation is deferred until the shares‘vest'(that is, are provided unconditionally to the employee). Options provided under an ESS are taxed generally
when they‘vest, 'rather than when the employee decides to exercise the options to purchase shares in the company,
as was previously the case. The tax treatment of options is particularly problematic because it taxes employees before they have the opportunity to convert their options to shares
and realise any actual gain by selling the underlying shares. The 2009 changes effectively ended the provision of ESS options to employees, particularly by start-ups,
and stakeholders have noted that the changes detracted from the goal of commercialising good ideas in Australia.
rather than when the employee receives the options. This will defer the taxing point to a point at
which most employees can take some practical action to realise the benefits of the underlying share.
eligible start-ups will be able to offer ESS shares and options to their employees at a small discount,
as long as the shares or options are held by the employee for at least three years. Tax on the discount provided by the employer may be deferred
whether the employee receives options or shares. Criteria will define eligibility for this concessional treatment
000 up-front tax concession for employees who earn less than $180, 000 per year will be retained. This initiative will cost $200 million over four years.
Making it easier for employees to have a stake in a business The owner of start-up XYZ Pty Ltd wants to give his six employees a stake in the future growth of the business,
He wants to do this so the employees have a strong incentive to help the business grow.
if the employees accept the options then they will have to pay tax on the free options in the income year they are provided the options,
This means the employees would have to pay tax before they have the ability to get a cash return by selling shares.
This situation has discouraged the provision of options under employee share schemes, to the detriment of productivity growth and innovation.
the employees of eligible small start-up businesses will not pay tax on any discount when the options are provided to them they will only pay tax on any discount
For employees of businesses that are not eligible for the start-up concession the tax can
start-up businesses to offer shares at a small discount to employees and that discount would be tax-free.
More details and examples are available in the Employee Share Schemes fact sheet attached to the related joint press release.
subject to certain conditions, the employee could choose between up-front and deferred taxation. For options, a deferred taxation point occurred
when the employee exercised the options by converting the options into shares. Default position is up-front taxation for both shares and options.
Deferral of tax is limited to schemes where there is a risk of the employee forfeiting the shares or options,
when the employee exercises the options. Going forward-start-ups only Options and shares that are provided at a small discount by eligible start-ups will not be subject to up-front taxation.*
(or employer's holding company) and that the employee not hold more than a 5 per cent interest (or 5 per cent of voting rights) in the company.
and retain talented employees, and compliance burdens generally have a larger proportionate impact on small businesses.
Improve taxation arrangements for Employee Share Schemes The Department of the treasury will conduct stakeholder engagement to refine legislation prior to introduction.
Export Finance and Insurance Corporation ESS Employee Share Schemes FWBC Fair Work Building and Construction GDP Gross domestic product IFA Individual Flexibility Arrangements IIASA
) Employee Share Schemes Their Importance to the Economy. Employee ownership Australia and New zealand. Farquhar, S. 2014, February 18.
The Government believes that it also concerns issues such as employees trust and participation, as well as low wage dispersion.
and a more up-to-date statutory framework Strengthen the use of design as an innovation tool by setting up a design-driven innovation programme Focus on the employees,
employees and trainees) who have to develop innovative products and services to suit their own circumstances
The new budget realities were met with the least amount of employee disruption and service level degradation as possible.
the organisation can discover it is much more efficient to find solutions using its own employees than asking for consultancy elsewhere);
and the relations between the employees of an organisation (for example, creating a relaxed open to communication atmosphere,
the new employees as well as the regular people can be valuable sources of alternative ways of using the technologies of the providers or of the competition, of new ideas;
and cultivates employees'self respect; he/she encourages the employees to seek solutions, to get involved,
to take upon the consequences of their decisions; he/she avoids critics and humiliations; he/she creates an atmosphere of openness,
only if he/she has talented very and motivated employees. We have to make an important statement:
Mini guide for creating a creative environment Ask for each employee's opinion in order to produce a large number of ideas.
it is a public company founded in 1930 with over 28,000 employees worldwide. Context: the company fights its capacity to serve its clients,
mainly existed in people (employees) minds, firstly you have to manage people specific behavior regarding knowledge.
We train our employees but we don't let them use their knowledge We learn mostly in projects
and the participation of each employee to the firm cognitive capital is recognized also. KM alignment with the firm strategic aims KM is not an end in itself.
Implement a culture change policy In today's very competitive work environment many employees don't feel safe in their work position and usually‘'hide''knowledge,
make mistakes or ask other employees if they don't know something. People at work also shouldn't be afraid to have small conversations at work (water cooler discussions),
Specific knowledge might exist in every employee due to his/her past experience, first degree, etc. 4. 6. 5. Case study Golden West Foods Improved site management methods help meet growing demand Brief Golden West Foods operates the UK warehousing and delivery
and accurately communicated to employees. Solution To help the company maintain and improve the quality of their working methods,
and provide incentives based on sharing Lack of absorptive capacity in recipients Educate employees for flexibility,
They will not waste the innovative potential of their employees (practically the most valuable asset of a company.
They will create among employees the sentiment of participation, the sentiment that their ideas are taken into account.
This will result in a strong bond between the company and the employees, which is in itself beneficial. 4. 7. 1. Why
Better stimulation of employees and a proper way to motivate them in terms of performance and com-New organizational culture based on responsibility of each employee, teamwork, good communication
awareness of the innovation importance for the company's performance, excellent work relations Proper capitalization of innovative potential of employees, adequate reward for each important innovative proposal,
Nurturing an environment that encourage the creativity of employees (blue sky thinking that use toys to stimulate creativity are to be considered-see links) Setting up organizational structures/mechanisms that support,
using tools that will make the most of the creative potential of the employees. Details on that subject will be given later in the module.
Supporting Innovation in SMES"-4. 7. Systemic Management of internal innovative proposals page 83 of 271 Gather information about employees'The management asks for the innovativegeneration of information inside the organization
Basically, the success of the quality circles is based on the feeling the employees get that they are taken into account, that their opinion counts.
Suggestion boxes http://www. its. qut. edu. au/cip/qmf/section1/1 2 4/The method implies the creation of a number of boxes where the employees deposited ideas, suggestions,
a Mexican cement company, regularly uses all its employees and its customers for ideas. These firms understand that corporations cannot have out-of-the-box thinking
and employees may see, at a glance, for instance, what kind of innovations are under development in the pipeline.
Appointment to fellow does not change an employee's work function or business unit. But, in exchange for the honour, fellows assume an ambassadorial role in the company.
One has to mention that every employee has the right to participate to the program.
New employees should also be trained in the process. The Results During the implementation of RAPID, existing projects were mapped to the process
to new employees, independent contractors, venture capitalists or bankers. But they want to make sure the information stays relatively secret.
From employees to potential partners, every business needs a Non-Disclosure Agreement to protect itself.
Current and former employees are responsible for most breaches of confidentiality. Employees are implied under an duty not to use trade secrets in a manner that will harm your business.
But it is best to get this in writing and to specify to the employee exactly what is confidential,
and to make provisions for when the employee leaves your business. They can be used to:
share intellectual property share commercial or trading information formalise a relationship, eg between an employer and employee 7. 3. 2. What are the main types of NDAS
and where they are used? A precedent confidentiality agreement is used for mergers and acquisitions. If a company wants to buy your business,
and requiring the other side to obtain similar NDAS from employees, principals or agents of theirs who will come into contact with the information. 2) Second,
So the company owner protects his know-how by concluding non-disclosure agreements with future employees,
It is an innovative structure created to promote self learning among employees of the car manufacturer. The first of its kind in Italy, it has thirty-five multimedia computers, two telematic workstations and a room for videoconferences. 100 electronic programmes, CD-ROMS, encyclopedias and web sites,
what constitutes the requirements for the qualification of the employees?..209 10.1.2. Why: The role of human resources in the company's ability for innovation...
and organisationally etc. in other words to be innovative depends to a high degree on their employees, their competence and knowledge.
what constitutes the requirements for the qualification of the employees? Changing market conditions such as: Increasing internationalisation and globalisation of the markets, high competition pressure, Decreasing product life cycles, increasing innovation speed, Growing market segmentation and customer orientation, Increasing demands
on quality, Increasing complexity, dynamics and technology etc. are great challenges for innovation strategies of the enterprises which in turn lead to complex qualification requirements of the employees.
Faster decline of the knowledge and the need for lifelong learning High demands on the specific subject skills but also on the methodical and social competence of the employees communicative and language competence need for more responsibility and self-control etc.
The role of human resources in the company's ability for innovation The qualification of the employees are, on the one hand, a prerequisite for innovation,
when technological, organisational and social innovation changes in the qualification profile are taking place among the employees.
The CEO of Eloxal Heuberger (an anodising institution with 22 employees) has an interview with the staff member before this person is sent to an external further training course.
Here the expectations of the enterprise and the employee from this training measure are made clear before the event.
and which supporting measures the employees would need to apply them. In addition, a summarising report is written after each seminar
and a short oral report is given in front of other employees. All training material is deposited in the company-owned library where it is readily accessible by all staff members.
Tips and Tricks If required, the company Winkelbauer (engineering enterprise with 46 employees) organises events under the title EDP:
These minutes then serve the employees as reference books for further questions. Example Database Market place of experience The Gosch Consulting company (Consulting enterprise with 30 employees) has compiled a database with the title Market place of experience.
It is accessible via intranet and serves as an active knowledge management. Here any problems and their solutions that crop up during the work are entered by the employees.
If there is a problem during their daily work they then can access the Market place of experience
Graz 2003 Links http://www. evfh-nuernberg. de/data/dbfiles/entwickl. doc Employees are the basis of social organisations.
For workers to comply with their tasks the company has to plan the volume of need for employees and their qualification level and competence.
Furthermore, labour conditions have to be organised in such a way that the employees become motivated. http://www. hrtoday. ch/Artikel detail de. cfm?
A flexible human resources development, grants the employees labour market ability, and opens up new business fields for the enterprise. http://www. innovation-aktuell. de/kv0409. htm Systematic and continuous human resources development safeguards the innovation ability and the compatibility of the enterprise.
However, whereas big companies have their own departments for preparing their employees for future requirements,
because the employees of the different areas are the ones that will be involved in the training later on.
Critical opportunities may cause training needs of your employees; we give you a few examples: Introducing new technologies;
Hiring employees from specific target groups (e g. immigrants; or the mix of some of these factors."
Training Needs Symptom Cause Proces s Functional Area Desired Output Employee Proposed Solution Solution Details Bad quality control Production Quality control Production
and shift quality manager High rate of returned products from customers Large delays in deliveries to customers Distribution Logistics Delivery time rate 98%Packaging employees Delivery workers Defining
and take prompt corrective actions. 1 day training for packaging and delivery employees about this new system.
Once embraced by employees, innovation becomes a way of life. It ensures that all the human capital is in step
which employees are motivated and confident enough to continually try new things Out to this end, employees would be equipped with the right types of knowledge,
skills and abilities to both effectively generate and implement new ideas. A company culture is the values
it is shared the values and practices of the company's employees. This tool can help companies in creating a culture in
which every employee has the opportunity to learn and grow in order to improve themselves and their business.
This includes a work environment striving to meet the needs of all employees. Why and where creating a company culture for continuous innovation is applied?
Act with competitive urgency and decisive action Use knowledge of employees and data to make decisions in a timely manner Tolerate mistakes of employees in pursuit of continuous improvement Act with swift resolve
but you must gradually bring about modified employee behavior, leading from the top. But once a company sets out on the innovation journey
give employees a set of rights, responsibilities and rewards that make them accountable for their own actions. 2. Encourage Employee Innovations,
and Reward Them Accordingly Companies are often fast to turn to outside help, when in fact they already have the capabilities within their organisation to do the job. 3. Replace Rigid Processes With Clear Business Objectives Too often innovation is stifled
then hand those designs to the line that is expected to execute them from memory. 4. Challenge Employees to Compete
Koch gave this responsibility to all employees, with rewards both for uncovering unsafe conditions, and for discovering new ways to conduct business more safely.
A team of company employees decided that they could do the job themselves better and cheaper,
Now imagine that the company has only two employees. This is Universal Leven, a Netherlands-based subsidiary of Allianz, focused on large, professional broker organisations.
The two employees are in charge of corporate strategy, network expansion and product development. Everything else, including product branding, product design,
and processes), played by good jazz musicians (employees), playing high quality instruments (technology) in the right way, so that the audience (customer) enjoys the performance.
and customer satisfaction is involved directly in the selection of key personnel The employees: are competent and confident in their jobs are aware of their strengths
of innovation in the enterprises Efficient research institutions of international format inside and outside universities Sufficient potential of highly qualified employees Attractive frame conditions for scientists and researchers from home
employees sometimes arrive late or leave during the course due to work commitments (Mrs Y, there is a phone call for you).
Case studies A manufacturing company realised that they needed to develop the language skills of their employees.
The employee can assess skill and needs him or herself. The results speak for themselves and help both the management and the employees.
Key: Capabilities Needs 1 Fully competent 1 Essential 2 Can get by 2 Useful 3 No knowledge 3 Irrelevant"Innosupport:
Company employees: It is important to know the cultural characteristics of your employees, so if you have a workforce comprising members of different cultural backgrounds,
then it is important that you know to what extend this will influence the way that they work,
He suggested using the extra money from higher prices for the payment of employers'social contributions for the employees.
Language skills needed A manufacturing company realised that they needed to develop the language skills of their employees.
and provided employment to 70.9%of all employed persons in 2006 (Ifm, 2007b). In absolute terms German SMES provided employment and/or apprenticeship to 20.42 million people in 2006 in the country.
As on 31.12.2006 large firms (with 250 employees or more) constituted a miniscule 0. 33%of all enterprises.
Of 3, 215,238 enterprises active on the aforementioned date an overwhelming 3, 204,519 were SMES (with less than 250 employees.
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms (40%)(BITKOM, 2007b.
Google Inc. cited troubles in obtaining work visas for its prospective employees as a reason to set up its first engineering research and development centre outside the US in Bangalore in India (The Hindu,
Furthermore, some employees in the R&d units at the headquarters tend to see the new location as a potential threat to their job security leading to resentments, antagonism and even non-cooperation,
and should provide their employees involved in international activities with cross-cultural training. This sensitization to mutual cultural issues may play a key-role in the success of an international venture.
A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,
and encourage the employees to participate not only in innovation and learning activities but also be a part of designing activities (Wilhelmsson & Döös, 2009, Kianto, 2008).
The criterion followed in selection of SMES was based on number of employees not exceeding 150 full time employees.
whether they have been involved in in-house or outside the company R&d acquisition of external knowledge for R&d activities or training their employees in this regard.
The results indicate that on all accounts SMES surveyed were involved less in R&d activities except for the training of employees.
although, these companies are engaged in developing the skills and capacities of their employees through various trainings.
Using the US ratio between number of employees and selfemployment, it is estimated that the self-employed women in surveyed European countries might employ around 15 million persons.
50-299 employees instead of 50-249 and 300 or more instead of 250 or more. For Japan, businesses with 100 or more employees.
For The netherlands, 50-199 employees instead of 50-249. For Switzerland, 5-49 employees instead of 10-49 and 5 or more employees instead of 10 or more.
For Mexico, Businesses with 21 or more employees, 21-100 employees instead of 10-49,101-250 instead of 50-249,151-1000 instead of 250 or more. 3. Internet and other computer-mediated networks.
Source: OECD, ICT database and Eurostat, Community Survey on ICT usage in enterprises 2002, May 2003.100 90 80 70 60 50 Finland 10-49
Swedendenmarkcanada2 Australia Czech republic (2001) Austriajapan2 New zealand (2001) Germanyirelandspain Norway (2001) Netherlands (2001) 2, 3 Luxembourg Switzerland (2000) Italy Portugal (2001
According to the latest available data from the Census, more than 99 per cent of active firms (out of 4 million) have fewer than 250 employees (95 per cent have fewer than 10 employees,
All firms with more than 500 employees were included, whereas smaller firms were selected using a sampling design stratified by geographical area, industry,
imposing a threshold of 250 employees, in line with the definition of the European commission; we end up with an unbalanced panel of 9, 674 observations on 7, 375 firms,
Not surprisingly, in both cases, the firm size distribution is skewed to the right for both groups of firms, with an average of around 50 and 53 employees respectively.
62%of the firms 4 We require that sales per employee be between 2000 and 10 million euros, growth rates of employment and sales of old and new products between-150 per cent and 150 per cent,
and excluding firms with fewer than 20 employees, for comparability the samples used by Griffith et al (2006) for France, Germany, Spain and UK.
around 60 per cent of the firms in the Italian sample for the year 2000 belong to the smaller class size (20-49 employees), a figure much larger than that for other countries. 6 Interestingly,
Also,(relatively) larger firms tend to do less R&d per employee than small firms (the 11-20 size class),
i 1 i 2 i 3 i i y=p k+p PROD+p PROC+v (4) 13 where yi is labor productivity (sales per employee, in logs),
we built building a slightly different sample of firms from our data that removed firms with fewer than 20 employees
and included firms with more than 250 employees. 13 Using this sample, we are able to compare our results to those for France, Germany, Spain and the UK (Griffith et al, 2006),.
in this sample, they are more rather than less productive per employee than firms in other countries.
%of firm in age class (15-25 yrs) 30.48 31.12%of firm in age class(>25) 37.07 44.78 Number of employees:
mean/median 49.45/32 53.48/36 Group (in%)20.07 16.25*Units are logs of euros (2000) per employee. 24 Table 2 Descriptive statistics, high tech and low tech industries.
%of firm in age class (15-25 yrs) 31.67 29.98%of firm in age class(>25) 35.54 37.71 Number of employees:
mean/median 54.17/35 47.46/30 Group (in%)25.26 17.89*Units are logs of euros (2000) per employee. 25 Table 3 R&d intensity (STEP 1:
Dependent variable, R&d intensity R&d Expenditure per employee All firms High tech Low Tech (in logarithms) D (Large firm competitors) 0. 062 0. 197-0. 028
) Investment per employee 0. 125***0. 050 0. 120***0. 047 0. 129***0. 051 (in logs)( 0. 011)( 0. 021)( 0
labor productivity All firms High-tech firms Low-tech firms (sales per employee in logs)( 1)( 1a)( 2)( 2a)( 3)( 3a) Predicted probability of 2. 624***0. 193
. 083)( 0. 093)( 0. 149)( 0. 200)( 0. 118)( 0. 122) Investment per employee 0. 099***0. 073***0. 109***in logs
) per employee. This table is based on tables in Griffith et al. 2006. Data are from the third Community Innovation Survey (CIS 3) for France, Germany, Spain,
a) This column shows data for all 3 periods in Italy (1995-1997,1998-2000,2001-2003). 29 Figure 1 Value added per employee.
(Census data)% of firms with innovation (CIS survey on firms with more than 10 employees) 31 Appendix Variable Definitions R&d engagement:
R&d expenditures per employee, in real terms and in logs. Process innovation: dummy variable that takes value 1
real sales per employee, in logs. Investment intensity: investment in machinery per employee, in logs.
Public support: dummy variable that takes value 1 if the firm has received a subsidy during the three years of the survey.
Employees: number of employees, headcount. Age: firm's age (in years. Size classes: 11-20,21-50,51-250 employees.
Age classes:<<15,15-25,25 years. Industry dummies: a set of indicators for a 2-digits industry classification.
Time dummies: a set of indicators for the year of the survey. 32 Wave dummies:
377 Continuous R&d engagement (in%)35.0 39.5 20.9 26.7 49.8 48.9 R&d per employee (for R&d-doers, mean) 6. 9 5. 2 4. 3
137.7 143.4 173.8 187.1 Investment per employee (mean) 6. 0 8. 3 8. 3 6. 3 8.
Units are logs of euros (2000) per employee. 34 Table A2 A nonparametric selectivity test Dependent variable Prob (R&d>0) R&d expend. per employee D (Large firms
***0. 120***per employee (0. 011)( 0. 013)( 0. 011)( 0. 013) Log capital stock 0. 098***0. 041***per employee (0. 013
)( 0. 314)( 0. 370) Log investment 0. 081***0. 072***0. 018 per employee (0. 011)( 0. 017)( 0. 015) Log
capital stock 0. 108***0. 111***0. 101***per employee (0. 016)( 0. 007)( 0. 010) Log likelihood-27,119. 9-27,110. 0
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