Shortage of knowledge, skill, entrepreneurship The lack of suitable technical and managerial staff with sufficient knowledge and expertise is a major barrier.
Transformations bring additional challenges involving organization, staff training, and includes outsourcing non-core operations, changes in processes and systems,
Thirdly, universities'capacity to generate technology has changed their position, from a traditional source of human resources and knowledge to a new source of technology generation and transfer,
which invented the contemporary format for the venture capital firm, building upon family investment firms with a professional staff.
and if a human resources attraction strategy is lacking15. Endogenous knowledge-based regional development strategies recognise that local factors,
Policy initiatives may also be directed at developing human resources for R&d in sciences and arts at national/regional level, improving the labour market for researchers,
entrepreneurs do not consider the different internal factors in their firms (competencies and know-how of the entrepreneur and his staff, personnel initiatives, personnel training, organized and spontaneous communication between units and individuals in the firm, etc.)
Self-reported time needed to deliver data (fte staff days...106 Table 5-3: Self-reported time needed to deliver data (fte staff days:
European vs. non-European institutions...106 Table 6-1: Focused institutional ranking indicators: Teaching & Learning...
transparent and comparable information would make it easier for students and teaching staff, but also parents and other stakeholders, to make informed choices between different higher education institutions and their programmes.
or field based rankings. student staff ratiograduation ratequalification of academic staffresearch publication outputexternal research incomecitation index%income third party fundingcpd courses offeredstartup firmsinternational academic
staff%international studentsjoint international publ. graduates working in the regionstudent internships in regional co-publicationinstitution 4institution 8--Institution 3-Institution 5-Institution 1--Institution
P*CPP/FCSM Citations-per-publication indicator (CPP) Quality of education Alumni of an institution winning Nobel prizes and Fields Medals (10%)Phds awarded per staff (6%)Undergraduates admitted per staff
(4. 5%)Income per staff (2. 25%)Ratio Phd awards/bachelor awards (2. 25%)Faculty student ratio (20%)31 HEEACT 2010
ARWU 2010 THE 2010 QS 2011 Leiden Rankings 2010 Quality of staff Staff winning Nobel prizes
divided by staff number (10%)Ratio international mix, staff and students (5%)Industry income per staff (2. 5%)International faculty (5%)International students (5%)Website http://ranking. heeact. edu. tw
/en-us/2010/Page/Indicators http://www. arwu. org/ARWUMETHODOLOGY2010. jsp http://www. timeshighereducation. co. uk/world-university rankings/2010-2011/analysis
students, potential students, their families, academic staff and professional organizations. These stakeholders are interested mainly in information about a particular field.
if we know that doctoral students are counted as academic staff in some countries and as students in others,
we need to ask for the number of doctoral students counted as academic staff in order to harmonise data on academic staff (excluding doctoral students).
Feasibility The objective of U multirank is to design a multidimensional global ranking tool that is feasible in practice.
and can it be applied with a favourable relation between benefits and costs in terms of financial and human resources?
Field-based Ranking Definition Comments 6 Student-staff ratio The number of students per fte academic staff Fairly generally available.
Sensitive to definitions of‘staff'and to discipline mix in institution. 7 Graduation rate The percentage of a cohort that graduated after x years after entering the program (x is stipulated the normal')time expected for completing all requirements for the degree times
International comparisons difficult. 9 Qualification of academic staff The number of academic staff with Phd as a percentage of total number of academic staff (headcount) Proxy for teaching staff quality.
and definitions of‘staff'10 Relative rate of graduate (un) employment The rate of unemployment of graduates 18 months after graduation as a percentage of the national rate of unemployment of graduates 18
Range of courses offered, coherence of modules/courses, didactic competencies of staff, stimulation by teaching quality of learning materials, quality of laboratory courses (engineering) 23 Student satisfaction:
referring to total staff (in fte or headcounts), total revenues or other volume measures. 62 Table 3-3:
However, focus on peer reviewed journal articles is too narrow for some disciplines. 4 Post-doc positions (share) Number of post-doc positions/fte academic staff Success in attracting post-docs indicates quality of research.
or ranking. 8 Number of art related outputs Count of all relevant research-based tangible outputs in creative arts/fte academic staff Recognizes outputs other than publications
staff) Frequently used indicator. However, research findings are published not just in journals. 12 Doctorate productivity Number of completed Phds per number of Professors (head count)* 100 (three-year average) Indicates aspects of the quantity and quality of a unit's research.
but dropped is‘Presence of research related promotion schemes for academic staff'.'A performance-based appraisal/incentive system (e g. tenure track system) may increase the attractiveness of an institution to strong researchers,
relative to fte academic staff Indicates appreciation of research by industry. Reflects successful partnerships. Less relevant for HEIS oriented to humanities, social sciences.
which the university acts as an applicant related to number of academic staff Widely used in KT surveys.
academic staff Reflects priority for KT. Input indicator, could also show inefficiency. Data are mostly directly available.
Not regarded as core indicator by EGKTM. 6 CPD courses offered Number of CPD courses offered per academic staff (fte) Captures outreach to professions Relatively new indicator.
8 Number of Spin-offs The number of spin-offs created over the last three years per academic staff (fte) EGKTM regards Spin-offs as core indicator.
Field-based Ranking Definition Comments 9 Academic staff with work experience outside higher education Percentage of academic staff with work experience outside higher education within the last 10
years Signals that HEI's staff is placed well to bring work experience into their academic work.
staff Indicator of (applied) R&d activities. Indicator only refers to the size of projects, not their impact in terms of KT. 13 Number of license agreements The number of licence agreements as a percentage of the number of patents Licensing reflects exploiting of IP.
Number of licences more robust than licensing income. 14 Patents awarded The number of patents awarded to the university related to number of academic staff Widely used KT indicator.
relative to fte academic staff See above institutional ranking. Differences in relevance by fields. Cultural awards and prizes won in (inter) national cultural competitions would be an additional indicator that goes beyond the traditional technology-oriented indicators.
and promote international mobility of students and staff, Activities to develop and enhance international cooperation,
Sensitive to relative‘size'of national language. 2 International academic staff Foreign academic staff members (headcount) as percentage of total number of academic staff members (headcount.
Foreign academic staff is academic staff with a foreign Considered to be relevant by stakeholders.
No clear international standards for measuring. 8 International academic staff Percentage of international academic staff in total number of (regular) academic staff See above institutional ranking 9 International
11 Joint international publications Relative number of research publications that list one or more author affiliate addresses in another country relative to academic staff See above institutional ranking,
How much does the institution draw on regional resources (students, staff, funding) and how much does the region draw on the resources provided by the higher education and research institution (graduates and facilities)?
relative to fte academic staff Reflects‘local'research cooperation. Data available (Web of Science), but professional (laymen's) publications not covered. 4 Research contracts with regional business The number of research projects with regional firms,
staff ZA, US AR, AU, CA, SA, US, ZA joint degree programmes AR AR, AU, CA, US international doctorate graduation rate
staff data: fte and headcount; international staff; income: total income; income by type of activity;
by source of income; expenditure: total expenditure; by cost centre; use of full cost accounting; research & knowledge exchange:
staff: fte and headcount; international staff; technology transfer office staff; income: total; income from teaching; income from research;
income from other activities; expenditure: total expenditure; by cost centre; coverage; research & knowledge transfer:
staff & Phd: academic staff; number of professors; international visiting/guest professors; professors offering lectures abroad;
professors with work experience abroad; number Phds; number post docs; funding: external research funds; license agreements/income;
Information on international students and staff, as well as on programmes in a foreign language was largely available.
Problems with regard to the availability of data were reported mainly on issues of academic staff (e g. fte data, international staff), links to business (in education/internships and research) and the use of credits (ECTS.
The definition of the categories of academic staff(‘professors'‘other academic staff')clearly depends on national legislation
Self-reported time needed to deliver data (fte staff days) Data collection tool N Minimum Maximum Mean Institutional questionnaire 26 1. 0 30
Self-reported time needed to deliver data (fte staff days: European vs. non-European institutions Data collection tool Europe Non-Europe Mean N Mean N Institutional questionnaire 6. 2 15
Comments show that this criticism refers mainly to issues concerning staff data (e g. the concept of full-time equivalents)
the control they exercise over their academic staff, and the legal norms on the assignment of intellectual property rights (IPR) over academic research results.
rating Feasibility score Data availability Conceptual clarity Data consistency Recommendation Student/staff ratio A a Graduation rate A b Qualification of academic staff
academic staff A b Percentage research income from competitive sources B b Art-related outputs per fte academic staff B c In Total publication output B b International awards
In general, the data delivered by faculties/departments revealed some problems in clarity of definition of staff data.
transfer A a Patents awarded**A b University-industry joint research publications*A a CPD courses offered per fte academic staff B b Start-ups per fte academic staff
B b Technology transfer office staff per fte academic staff B b Co-patenting**B A*Data source:
staff with work experience outside HE A b Joint research contracts with private enterprise A b Patents awarded**C C Out Co-patenting**B c Out Annual income from licensing B c
publications*A a Percentage of international staff B A Percentage of students in international joint degree programs A b International doctorate graduation rate B A Percentage foreign degree
A a-B Opportunities to study abroad (student satisfaction) A b International orientation of programs A b International academic staff B A-B International joint research publications
In order to test alternatives means of measuring percentages of international staff, we used different definitions in the institutional
The 131 institutional questionnaire referred to the nationality of staff; the level of staff with foreign nationality was easy to identify for most institutions.
In the field questionnaires, the definition‘international'referred to staff hired from abroad. This excludes foreign staff who were hired from another institution in the same country rather than from abroad.
Some universities had difficulties to identify their international staff based on this definition. Regional engagement 6. 2. 5up to now the regional engagement role of universities has not been included in rankings.
There are a number of studies on the regional economic impact of higher education and research institutions,
institutional and field-based questionnaires were implemented with different features (e g. definition of international staff). This procedure helped us to judge the relative feasibility of concepts and procedures.
Beyond these two factors a diverse range of particular institutional issues came into play including competing claims on the time of the staff concerned
and changes in these key staff. Nevertheless for a pilot study a completion rate of 109 of 159 (69%)is more than respectable.
sorted by indicator‘research publication output student staff ratio graduation rate qualification of academic staff research publication output external research income citation index
%income third party funding CPD courses offered startup firms international academic staff%international students joint international publ. graduates working in the region student internships in local enterprise
& Learning Research Knowledge transfer international orientation Regional engagement student staff ratio graduation rate qualification of academic staff research publication output external
research income citation index%income third party funding CPD courses offered startup firms international academic staff%international students joint international publ. graduates working in the region
low student satisfaction scores regarding the support by teaching staff in a specific university or program is relevant information,
In addition access to and navigation through the web tool will be made highly user-driven by specific‘entrances'for different groups of users (e g. students, researchers/academic staff, institutional administrators, employers) offering specific information
such as staff data (the proper and unified definition of full-time equivalents and the specification of staff categories such as‘professor'is an important issue for the comparability of data),
Fixed and variable cost factors STEP FIXED COST FACTOR VARIABLE COST FACTOR Methodological developments and updates Staff demand Cycle of revision/update of concepts
Intensity of stakeholder involvement Communication activities Staff demand Number of countries and institutions covered Intensiveness of communication (written only, electronic, workshops etc) Implementation of (technical) infrastructure Basic
IT Indicators/databases used (e g. license costs) Development of a database Staff Basic IT costs Provision of tools for data collection Staff Basic IT costs (incl. online survey systems
and databases Data analysis Staff Number of countries and institutions covered Range of indicators and databases License fees of databases (e g. bibliometric) Publication Staff Basic IT costs Features of web tool
to present results Information services for users Staff Basic IT costs Number of countries and institutions covered Range of indicators and databases Scope of information services Internal organization
the design and development of information packages on ranking and the dissemination of the outcomes as well as the staff time needed to do this.
Staff time is the key cost. Meeting costs for the Board and the Councils: honoraria and travel and subsistence costs.
content management HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology ITIL Information technology Infrastructure Library KPIS Key Performance Indicators Nosql
Thus, Big data call for a radical change to business models and human resources in terms of information orientation and a unique valorization of a company information asset for investments and support for strategic decisions.
and Twitter to identify potential threats or opportunities related to human resources, customers, competitors, etc. As a consequence, we believe that the distinction between DDSS
Accordingly, Big data change decision making and human resources with regard to capabilities satisfying it, integrating programming, mathematical, statistical skills along with business acumen, creativity in interpreting data and effective communication of the results 5
we believe that the actual lack of skills require, first, a change in human resources and talent management towards an information orientation of the overall organization capabilities,
Furthermore, organizations must commit human resources in recruiting and empowering data scientist skills and capabilities across business lines and management.
and articulate a vision coherent with market opportunities, effectively engaging customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and business
on human resources to be focused on data scientist capabilities. Furthermore, talent management and employees retention have to be considered as a core target for the success of a Big data strategy.
Thus, human resources and talent management are key issues to GE Big data strategy. The center has a staff of about 300 employees (most of them
characterized as‘‘hardcore data scientists), ''located in San ramon and around the globe, as well (Bangalore, New york,
Furthermore, centralization of the staff is motivated by three factors: an acute shortage of talent, having in depth data science and deep analytics capabilities;
and focus on human resources for capabilities, suitable to support Big data-driven decision making and operational performance. References 1. Ahituv N (2001) The open information society.
because their knowledge about the cloud service is limited. 2. The staff responsible about the supporting the service may lose interest and satisfaction about their roles,
and following up the service provider to solve the emergent problems. 3. The IT department would possibly lose some of its staff due to the fact that many of them are not necessary any more,
the assigned project team will accomplish some important tasks such as the transition of the service, the management of the staff impacted, the management of the communication to all stakeholders,
and achieving a smooth transition in the IT department from managing their own internal staff to managing the cloud supplier and the interfaces.
and publish acceptance criteria A signed acceptance document Carry out the transition Communicate progress Conduct knowledge transfer Manage staff (directly and indirectly) impacted Table 2. 9 Phase 3,
the investment in this solution has covered also a set of training activities by the staff. Indeed, the operators have to be able to scan the barcode using the optical drive of the tablet supplied,
involving in an integrated way IT, Marketing and Human resources functions, is necessary to have a set of technologies able to monitor a highly dynamic and complex system,
and clear governance model will be more likely to capitalize on the financial benefits of this trend 7. Human resources benefits:
in order to increase motivation of staff, support them in becoming more literate in current technologies and use them also in business life.
Moreover, Human resources (HR) departments can discover advantages related to better collaboration and communications among the enterprise's employees as well as better recruitment process by using social media platforms 9. Operational opportunities:
and collaboration initiative at the staff, enhance the employees ability to work in virtual teams,
This covers employees from human resources and legal to IT, corporate services, and most importantly, end users. This is an ideal opportunity to define all the components of the BYOD program 14.2.
this is an important procedure in order not to ensure that the technology choices wouldn't 5. 3 Steps for IT Consumerization 97 overwhelm the IT staff;
which would enable IT staff to focus on strategic initiatives and projects 16. Attracting and retaining valuable employees.
As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16.5.7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy,
and communicated to all staff within organization. That is because people are often unaware of the privacy
and staff resources create several challenges for information technology (IT) departments. One way to tackle such an issue is the collaboration.
agreed or strongly agreed with the idea that increased collaboration could help their staff improvement processes 10.
board members, top management, staff and customers. It establishes a set of policies and practices used by the organization to enhance a transparent accountability of individual decisions.
As firms transition from a small enterprise with double-digit staff into organizations that have different departments
and built a stable operating platform, investment in human resources (hiring, training and retention) is seen as critical to sustaining competitive advantage.
and led its growth to over one hundred staff and over $50m in revenue. Prior to founding the US organization, he held a number of roles for the World Economic Forum in Switzerland.
Human resources policy Ningbo continues to focus on occupational skills training for migrant workers to provide it with sufficient labour resources
and focuses on higher-education policy to develop high-quality human resources for city competitiveness. Ningbo implements talent projects such as Overseas Engineers,
with a sanitary inspector, two subinspectors and three supervisors, who in turn employed round-the-clock cleaning staff.
Rao also did an excellent job of motivating his staff, using a carrot-and-stick approach.
and removed artificial barriers between the staff. He also instituted what he called a shift from AC to DC,
What this implied was that senior staff could no longer sit around in their plush offices
Managing director of Human resources and Marketing Tinna Jóhannsdóttir, Marketing Manager Snaebjorn Kristjansson, Operational R&d Manager India Confederation of Indian Industry (CII) Chandrajit Banerjee, Director
Administrative Staff Fatou Gueye, Teacher Gisèle Tendeng, Accountant Serbia Foundation for the Advancement of Economics (FREN) Aleksandar Radivojevic, Project Coordinator Svetozar Tanaskovic, Researcher
The extent of staff training is taken also into consideration because of the importance of vocational and continuous on-the-job training
33%5. 07 Local availability of specialized research and training services 5. 08 Extent of staff training 6th pillar:
IMF Staff Discussion Note 11/08. WASHINGTON DC: International monetary fund. Available at http://www. imf. org/external/pubs/ft/sdn/2011/sdn1108. pdf. Bughin, J.,M. Chui,
IMF Staff Discussion Note 14/02. WASHINGTON DC: International monetary fund. Available at http://www. imf. org/external/pubs/ft/sdn/2014/sdn1402. pdf. Parry,
we compute the score of Tanzania for indicator 5. 08 Extent of staff training, which is derived from the following Survey question:
3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...126 5. 08 Extent of staff training...3. 4...118 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 5...144 5. 08 Extent of staff training...2. 8...141 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...65 5. 08 Extent of staff training...3. 7...95 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...120 5. 08 Extent of staff training...3. 4...119 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 2...23 5. 08 Extent of staff training...4. 5...30 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 9...5 5. 08 Extent of staff training...4. 8...19 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 0...79 5. 08 Extent of staff training...3. 7...94 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...42 5. 08 Extent of staff training...4. 5...29 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...129 5. 08 Extent of staff training...3. 2...131 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 7...37 5. 08 Extent of staff training...4. 4...39 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
6. 0...4 5. 08 Extent of staff training...5. 1...9 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...127 5. 08 Extent of staff training...3. 6...109 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 7...97 5. 08 Extent of staff training...3. 5...115 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...114 5. 08 Extent of staff training...4. 0...68 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...47 5. 08 Extent of staff training...4. 3...44 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...111 5. 08 Extent of staff training...3. 3...127 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...105 5. 08 Extent of staff training...2. 8...140 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 8...138 5. 08 Extent of staff training...2. 9...137 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...104 5. 08 Extent of staff training...3. 9...82 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 0...77 5. 08 Extent of staff training...4. 0...69 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 3...20 5. 08 Extent of staff training...4. 7...22 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...108 5. 08 Extent of staff training...3. 7...104 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 7...142 5. 08 Extent of staff training...2. 8...139 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...46 5. 08 Extent of staff training...4. 2...52 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...58 5. 08 Extent of staff training...4. 3...46 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...71 5. 08 Extent of staff training...3. 9...83 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 9...28 5. 08 Extent of staff training...4. 7...21 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 3...62 5. 08 Extent of staff training...4. 0...70 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...70 5. 08 Extent of staff training...3. 2...129 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 7...34 5. 08 Extent of staff training...4. 3...43 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 9...27 5. 08 Extent of staff training...4. 1...55 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 3...18 5. 08 Extent of staff training...4. 9...15 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...74 5. 08 Extent of staff training...3. 9...86 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 2...124 5. 08 Extent of staff training...2. 8...142 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...43 5. 08 Extent of staff training...4. 0...71 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 8...29 5. 08 Extent of staff training...4. 4...36 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...122 5. 08 Extent of staff training...3. 4...123 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 9...6 5. 08 Extent of staff training...5. 3...5 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 3...21 5. 08 Extent of staff training...4. 5...31 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 0...134 5. 08 Extent of staff training...3. 7...100 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 0...78 5. 08 Extent of staff training...4. 3...42 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...116 5. 08 Extent of staff training...3. 5...114 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
6. 0...3 5. 08 Extent of staff training...5. 0...13 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...92 5. 08 Extent of staff training...4. 1...61 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...90 5. 08 Extent of staff training...3. 6...112 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...54 5. 08 Extent of staff training...4. 6...28 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 8...139 5. 08 Extent of staff training...3. 2...128 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 0...76 5. 08 Extent of staff training...4. 0...64 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 7...140 5. 08 Extent of staff training...3. 2...130 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 0...80 5. 08 Extent of staff training...4. 4...38 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 4...16 5. 08 Extent of staff training...4. 6...26 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...85 5. 08 Extent of staff training...3. 6...108 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 6...39 5. 08 Extent of staff training...4. 7...25 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...64 5. 08 Extent of staff training...3. 9...77 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...50 5. 08 Extent of staff training...4. 7...24 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...88 5. 08 Extent of staff training...3. 0...135 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 0...25 5. 08 Extent of staff training...4. 8...20 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 6...38 5. 08 Extent of staff training...4. 0...76 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 8...30 5. 08 Extent of staff training...3. 2...133 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...86 5. 08 Extent of staff training...4. 1...59 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 6...9 5. 08 Extent of staff training...5. 4...2 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 6...41 5. 08 Extent of staff training...4. 1...58 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...66 5. 08 Extent of staff training...4. 1...62 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 8...32 5. 08 Extent of staff training...4. 4...34 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 7...36 5. 08 Extent of staff training...4. 2...53 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...100 5. 08 Extent of staff training...3. 7...97 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...110 5. 08 Extent of staff training...3. 5...113 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...83 5. 08 Extent of staff training...4. 3...45 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...53 5. 08 Extent of staff training...4. 4...33 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...67 5. 08 Extent of staff training...3. 5...117 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...82 5. 08 Extent of staff training...4. 0...75 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 5...143 5. 08 Extent of staff training...2. 7...143 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 8...33 5. 08 Extent of staff training...4. 2...50 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 3...22 5. 08 Extent of staff training...5. 4...3 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...93 5. 08 Extent of staff training...3. 9...81 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...117 5. 08 Extent of staff training...3. 7...102 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...113 5. 08 Extent of staff training...4. 0...65 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 4...13 5. 08 Extent of staff training...5. 3...4 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...115 5. 08 Extent of staff training...3. 3...126 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 6...40 5. 08 Extent of staff training...4. 4...40 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...128 5. 08 Extent of staff training...2. 6...144 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...52 5. 08 Extent of staff training...4. 4...35 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 3...60 5. 08 Extent of staff training...4. 0...74 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...119 5. 08 Extent of staff training...3. 4...120 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 8...137 5. 08 Extent of staff training...4. 0...73 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...103 5. 08 Extent of staff training...3. 9...87 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...72 5. 08 Extent of staff training...3. 6...106 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 4...112 5. 08 Extent of staff training...3. 4...121 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 9...135 5. 08 Extent of staff training...2. 9...138 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...102 5. 08 Extent of staff training...4. 1...57 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...131 5. 08 Extent of staff training...3. 3...125 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
6. 1...2 5. 08 Extent of staff training...5. 0...12 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 9...26 5. 08 Extent of staff training...4. 9...17 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...123 5. 08 Extent of staff training...3. 8...88 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 7...95 5. 08 Extent of staff training...4. 3...48 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 5...11 5. 08 Extent of staff training...5. 2...8 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...94 5. 08 Extent of staff training...4. 3...49 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...101 5. 08 Extent of staff training...3. 4...122 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...63 5. 08 Extent of staff training...4. 3...47 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 0...133 5. 08 Extent of staff training...3. 7...105 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...87 5. 08 Extent of staff training...3. 8...93 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...49 5. 08 Extent of staff training...4. 6...27 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 8...31 5. 08 Extent of staff training...4. 0...72 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 1...24 5. 08 Extent of staff training...4. 2...54 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 6...10 5. 08 Extent of staff training...4. 9...16 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 3...19 5. 08 Extent of staff training...5. 3...6 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...68 5. 08 Extent of staff training...3. 6...111 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 3...59 5. 08 Extent of staff training...3. 8...89 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 7...96 5. 08 Extent of staff training...4. 0...66 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...73 5. 08 Extent of staff training...4. 1...60 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...56 5. 08 Extent of staff training...3. 9...78 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...106 5. 08 Extent of staff training...3. 1...134 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 6...99 5. 08 Extent of staff training...4. 0...67 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 2...125 5. 08 Extent of staff training...3. 6...107 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 5...12 5. 08 Extent of staff training...5. 3...7 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...45 5. 08 Extent of staff training...3. 8...90 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...51 5. 08 Extent of staff training...3. 7...98 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 5...44 5. 08 Extent of staff training...4. 9...18 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 7...35 5. 08 Extent of staff training...3. 7...96 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...55 5. 08 Extent of staff training...4. 1...56 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...130 5. 08 Extent of staff training...3. 7...101 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...121 5. 08 Extent of staff training...3. 9...79 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 4...15 5. 08 Extent of staff training...5. 1...10 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
6. 5...1 5. 08 Extent of staff training...5. 7...1 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 4...14 5. 08 Extent of staff training...4. 4...41 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...81 5. 08 Extent of staff training...3. 7...103 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...109 5. 08 Extent of staff training...3. 5...116 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 2...69 5. 08 Extent of staff training...4. 4...37 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 7...141 5. 08 Extent of staff training...3. 0...136 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 3...61 5. 08 Extent of staff training...4. 2...51 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 8...89 5. 08 Extent of staff training...3. 7...99 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...57 5. 08 Extent of staff training...3. 8...91 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 7...98 5. 08 Extent of staff training...3. 6...110 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 9...84 5. 08 Extent of staff training...3. 8...92 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 4...17 5. 08 Extent of staff training...5. 1...11 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 7...7 5. 08 Extent of staff training...4. 7...23 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 6...8 5. 08 Extent of staff training...5. 0...14 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 1...75 5. 08 Extent of staff training...3. 9...80 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 1...132 5. 08 Extent of staff training...3. 3...124 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 3...118 5. 08 Extent of staff training...3. 9...85 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
2. 9...136 5. 08 Extent of staff training...3. 2...132 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
4. 4...48 5. 08 Extent of staff training...4. 1...63 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
3. 5...107 5. 08 Extent of staff training...3. 9...84 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
462 5. 08 Extent of staff training...463 Pillar 6: Goods market efficiency...465 6. 01 Intensity of local competition...
2. 6 5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?
World Economic Forum, Executive Opinion Survey 5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?
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