individual worker to work at home or at a teleworking center that is nearer the worker†s
1. Executive Summary...3 2. Ireland†s Healthcare Challenge...6 2. 1 Where we stand today...
from senior officials from the Health Services Executive, the Department of health and Children, the Department of Finance and the Health Information and Quality Authority
1. Executive Summary Continued progress in critical elements of Ireland†s healthcare service, including patient
executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of
Consultants and clinicians across the country are frustrated by this lack of technology and its impact on day to day operations,
The claims office were constantly fielding calls from consultants seeking updates on claims relevant to their patients.
ideas and quickly call upon the advice of experts in different fields. Consequently SMSA-BH patients who needed to seek consultation with specialists had to wait as long
executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of
Healthcare ICT Strategy, Overview Presentation, Jun 2009, G. Hurl, Health Service Executive The Economics of IT and Hospital Performance, 2007, Pricewaterhousecoopers
-ondly, the number of healthcare workers is expected to diminish relative to the total population (without changes to the healthcare system, 25%of the working population
would be needed to provide today†s level of care by 2040 in a typical western coun
with innovative ideas and technically skilled employees. Similarly, there must be a market demand for the innovated products in the form of an explicit customer demand or
knowledge and experience of the authors, discussions held with industry experts and representatives of SME associations.
or manpower utilization or improve inventory management or enter the international market. The relative rankings of innovative SMES are given in Table 6. It is clear that the
Manpower utilization 7 7 4 15 14 11 12 12 11 2. 1 1. 8 2. 3
The Expert Group provided technical input and feedback on the work at three meetings convened during the course of the project
An additional expert meeting was organised by the BIAC at OECD Headquarters in 2007 under the OECD Labour Management Programme
The authors would like to express particular thanks to country experts who aided in the implementation of case studies,
assisted the Secretariat as an outside expert consultant on background work for the chapter on monitoring
here, experts in Massachusetts (United states) reported huge administrative cost savings as a result of introducing electronic claim processing through
Among the case studies, experts in Massachusetts reported staggering administrative cost savings as a result of introducing electronic claims
and performance experts to develop standardised and nationally-recognised metrics that can be used to monitor impacts on quality and cost of
plan and employer) are the ones most likely to reap the significant savings The authors examined disease management programmes for four conditions
leaders and experts in quality and safety to help set the agenda and facilitate the process
as well instant access and sharing with the stroke unit experts at Son Dureta •Integrated picture archiving and communications system (PACS) for
independent expert organisation providing guidance on infrastructure and standards related to the national EHR effort. It is funded by the Ministry of
A group of OECD experts in health information technology was established to help guide the work, the development of a framework for the
included expert delegations from 18 OECD member countries, the Business Industry Advisory Committee to the OECD, the European commission and
determined together with experts of the host country and by an assessment of the characteristics of the proposed case studies, including the variables
1 Executive Summary 4 2 Introduction 6 2. 1 Purpose of Synthesis report 6 2. 2 Structure of this report 6
1 Executive Summary 1) The proposal submitted by the consortium is denoted INNO-Partnering Forum, or in short IPF in the Synthesis Report
invited experts from European innovation support agencies to participate in peer review panels and as hosts for peer reviews.
Council and to attract reviewers/experts. The open calls were used also to get support schemes
regulatory changes that allowed employers to provide their employees with cheap PCS which in turn drove demand of broadband and Internet
services. Another approach has been developed in IMPROVING INNOVATION SUPPORT TO SMES 17 South korea where subsidies for large companies
on the quality of individual advisers. However personal meetings are valued highly by their clients. It seems that human interfaces may be
effect is the loss of ability of the human expert to innovate and to adapt to new circumstances
membership and the access to leading experts IPF is a platform where meetings take place and
this approach external experts can be included when needed. However, the ones that apply for participating in projects need to be committed to
A more skilled labour force...45 Ambition 3: Better economic infrastructure...61 Ambition 4: Industry policy that fosters innovation and entrepreneurship...
The Agenda has drawn on the insights of my Business Advisory Council and other experts The Agenda sets out four ambitions that Australia must pursue
2. a more skilled labour force 3. better economic infrastructure; and 4. industry policy that fosters innovation and entrepreneurship
businesses and workers equipped with the skills and incentives to adapt to changing economic conditions and able to seize new opportunities
•a more skilled labour force •better economic infrastructure; and •industry policy that fosters innovation and entrepreneurship
•Encourage employee share ownership (Proposal 15, page 76 •Establish Industry Growth Centres (Proposal 13, page 72
2 LABOUR FORCE 3 Infrastructure To meet our country†s economic infrastructure needs for the 21st century
will consider methods of access for employers who favour one set of arrangements yet would prefer to pay premiums rather than self-insure.
•The Government will improve the tax treatment of Employee Share Schemes (more detail under Ambition 4
A more skilled LABOUR FORCE The Government is committed to increasing the skills of our workforce to better prepare for the
while maintaining protections to ensure that businesses do not bring in foreign workers where Australians are able to do the job
•Increased employer-sponsored visas to meet skill gaps where required skills are not available locally
improving programme integrity, to ensure that sponsored workers on 457 visas are a supplement to,
and workers must be free to negotiate working arrangements that suit their personal ambitions and circumstances.
ensure that the scope for workers and employees to negotiate individual flexibility arrangements is limited not unduly;
reform rules governing union right of entry; and implement a number of recommendations from the 2012 Fair Work Review
The Government aims to ease the labour cost pressures for employers and the financial pressure
•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
workers, and goods and services, has been critical to the growth and development of Australia†s economy.
This highlights the need for a nimble economy, with workers and businesses equipped with the
•Education, training and labour market arrangements that provide a highly skilled and adaptable workforce with capabilities in line with business needs, minimise barriers
increase completion rates among Australian apprentices in priority occupations, and a $476 million Industry Skills Fund to provide training
2. a more skilled labour force 3. better economic infrastructure; and 4. industry policy that fosters innovation and entrepreneurship
traders and 85 per cent have fewer than five employees (Connolly et al, 2012. The need to
safety, transport workers, compensation, gas and others (Boral Ltd. 2009 TPO00007 An action plan for a stronger Australia
For employers operating in multiple Australian jurisdictions this means complying with just one set of rules for all of their operations.
As not all employers are able to cover risks themselves, an alternative may be to allow other private employers to access cover under the Commonwealth laws as
premium payers rather than self-insurers The Government will commission advice about the viability of expanding access to the
will consider methods of access for employers who favour one set of arrangements yet would prefer to pay premiums rather than self-insure.
This will enable employers to choose TPO00007 An action plan for a stronger Australia Industry Innovation and C
•removing the requirement for employers to re-offer choice to their employees when superannuation funds merge
arrangements for Employee Share Schemes TPO00007 An action plan for a stronger Australia Industry Innovation and C
Competition also gives workers a greater array of employment options. In a competitive jobs market, businesses must reward effort and
excellence as well as improve employees†skills to retain good employees Initiatives to increase international competition and improve market
and workers In the petroleum industry, for instance, some companies have reported they no longer sell crude oil domestically due to the high costs and regulatory uncertainty associated with
A more skilled LABOUR FORCE To make Australia more internationally competitive, the Government will increase the skill level
skill needs, engages employers and workers in decisions about training provision, and maintains the quality and relevance of training
The Business Council of Australia (2014a) has called for improvements to Australia†s science technology, engineering and mathematics (STEM) capabilities in particular, so that Australian
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 occupational labour mobility required in the modern labour market. With only around 50 per cent of apprentices completing their training,
and particularly poor completion and employment outcomes for lower level qualifications, the system also needs to pay more attention
to the needs of trainees and employers alike (NCVER, 2013a The Government is working with State governments
of employers and lift completion rates. The COAG Industry and Skills Council has agreed on objectives for reform of the VET system, including effective governance, efficient government
organisations, industry groups and employers, to develop a reform plan that creates a more agile and industry-focused VET system by
•increasing flexibility for training providers to meet employer needs As an initial step, the 2014-15 Budget provided
The Government is also providing eligible apprentices with financial assistance of up to $20, 000 over the life of their apprenticeship, through the Trade Support Loans programme, for those
Apprentices will be required to commence repaying the loans when their income exceeds a minimum repayment threshold ($53, 345 in 2014-15), consistent with the arrangements for
Apprentices who successfully complete their training will receive a 20 per cent discount on the amount to be repaid
employers will be involved actively in the design and delivery of the courses. Importantly, students will have identified pathways to
apprentices and their employers from 1 july 2015. The Australian Apprenticeship Support Network will provide a one-stop shop for employers looking to hire a new apprentice suited
to their business. It will aim to improve participation and completion rates by providing services including
•connecting apprentices and employers through targeted job matching •providing advice about different course and training delivery options
•delivering personalised mentoring and support to †at risk†apprentices •providing guidance to businesses taking on apprentices,
including on their roles and responsibilities TPO00007 An action plan for a stronger Australia Industry Innovation and C
employer incentives and trade support loans. pilot training scholarship programmes under the Industry skills Fund
innovative pilots that will enable young job seekers in regional communities to acquire a job and provide employers the skilled employees they need to grow their business
•training for Employment Scholarships: 7, 500 scholarships will be provided to smaller employers who take on a new worker, aged 18†24, in regional Australia and areas
where youth unemployment is high. Approved employers will be able to engage a training provider of their choice
and be reimbursed for the cost of up to 26 weeks of training once their employee completes their training
•Youth employment Pathways: This will provide support for training 3, 000 disengaged young people, aged 15†18 in regional Australia and areas of identified higher levels
for Australian workers too. Skilled migrants also often bring capital, or can help to attract it, and
Highly skilled workers are becoming increasingly internationally mobile. As their skills are in high demand globally and are readily transferable across borders,
these workers have a great many choices about where they work. Australia needs to maintain a welcoming attitude towards
concerns that large inflows of foreign labour could place pressure on wages, conditions and jobs. This is of particular concern for those with low skills
emphasised the importance of skilled migration for increasing the skills of Australian workers and for the viability and competitiveness of operations in Australia more generally
It offers business an avenue to quickly access skilled workers, where genuine skills shortages exist, to enable projects to proceed.
Employers overwhelmingly prefer to hire Australian workers as it is cheaper and faster to fill skills requirements locally where
there are suitable workers. But the 457 visa programme is very important for filling roles with temporary skilled migrants where there are genuine skills shortages
In February 2014, the Government established an Independent Review of the Integrity of the 457 Programme, to examine how to maintain the programme†s integrity as a means
of filling genuine skills gaps in the local labour market while not placing unnecessary administrative burdens on business.
workers. The Review heard that the current design of the programme delays and limits the ability of businesses to fill skill gaps
the programme to ensure that Australian workers have priority. The Government will •streamline the processing of sponsorship, nomination and visa applications around
in a way that grows employment opportunities for Australians. In the 2014-15 Budget, the Government reconfirmed its focus on skilled migration,
reorientation towards employer-sponsored visas, assisting employers to find workers to fill vital positions where they have been unable to find local workers
TPO00007 An action plan for a stronger Australia Industry Innovation and C om petitiveness A
genda Industry Innovation and Competitiveness Agenda 56 Industry Innovation And Competitiveness Agenda •provide greater flexibility in relation to English language testing and skill requirements
workers is less cumbersome and expensive. At the same time, the Government will improve employment opportunities and outcomes for Australians
Changes to give effect to these decisions will be rolled out in phases during 2014-15 Proposal 12:
and workers must be free to negotiate working arrangements that suit their personal ambitions and circumstances.
our businesses and workers will be left behind. The Government is committed to returning the workplace relations system to the sensible centre
productivity in key parts of the industry and better management-worker relations. The new ABCC
Australia†s trade unions and employer organisations by better aligning the responsibilities of and penalties for, the officers of Registered Organisations with those of company directors.
within three months, the employer will, subject to appropriate safeguards, be able to have the Fair Work Commission approve the agreement
•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 and employers should be able to achieve flexibility in the workplace through individual flexibility arrangements (IFAS.
This means that employees covered by an enterprise agreement may be denied the opportunity for more suitable workplace
arrangements even if their employer agrees. The Bill provides workers with fair flexibility by ensuring IFAS can be made in relation to a minimum of five key conditions
•Closing the †strike first, talk later†loophole in the good faith bargaining rules †The Fair
action can only happen after there have been genuine and meaningful talks between workers and business during enterprise bargaining
also require employees and employers to consider productivity improvements when bargaining for an enterprise agreement
Boosting the workforce participation of parents The Government aims to boost women†s workforce participation to help increase Australia†s
labour force and GDP, and this will be supported by the proposed Paid Parental Leave (PPL scheme and informed by the Productivity Commission review of Childcare and Early childhood
The gap between women†s and men†s labour force participation rate is 16.7 percentage points for those aged 25 to 34 years and 11.9 percentage points for those aged 15 years and older
supporting women to remain engaged with their employer. In addition, the Government aims to ease the administrative burden on employers by taking responsibility for making payments
to eligible employees The Productivity Commission†s review is examining the contribution that affordable, quality child
care can make to increased workforce participation (particularly for women), children†s learning and development, the current and future need for child care in Australia,
by businesses and workers. Better economic infrastructure can also reduce or eliminate travel time and job search costs, allowing workers to access more distant workplaces.
These benefits are particularly important for Australia due to its geographical size, dispersed population and distance from overseas markets.
experienced private sector experts •help small and medium businesses become more competitive by working with the research
Upgrading the skills of all types of workers including managers, is central to firm performance in knowledge-based economies
which will provide apprentices with financial assistance of up to $20, 000 over the life of their apprenticeship
employees to have recognised their skills and provide training for new jobs, while they are still
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,
and international research suggests that companies in which employees have an ownership interest are more productive than those that do not
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 TPO00007 An action plan for a stronger Australia
Industry Innovation and C om petitiveness A genda Industry Innovation and Competitiveness Agenda 77 the reform Agenda:
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
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 †vestâ€, rather than when the
employee decides to exercise the options to purchase shares in the company, as was previously the case.
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,
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 TPO00007
to offer ESS shares and options to their employees at a small discount, and have that
the employee for at least three years. Tax on the discount provided by the employer may be deferred or exempt depending on
whether the employee receives options or shares. Criteria will define eligibility for this concessional treatment,
including the company having aggregate turnover of not more than $50 million, being unlisted and being incorporated for less than 10 years
provisions introduced in 2009 and the $1, 000 up-front tax concession for employees who earn less than $180,
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, so he offers them free options to buy shares in his company at a future date, at a set price
He wants to do this so the employees have a strong incentive to help the business grow.
and assuming there is no risk of forfeiting the options, if the employees accept the options then they will have to pay tax on the free options in the income year they are provided
This means the employees would have to pay tax before they have the ability to get a
This situation has discouraged the provision of options under employee share schemes, to the detriment of productivity growth and innovation
certain conditions, the employees of eligible small start-up businesses will not pay tax on any discount
For employees of businesses that are not eligible for the start-up concession, the tax can instead be
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 TPO00007 An action plan for a stronger Australia Industry Innovation and C
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
the employee forfeiting the shares or options, and schemes provided through salary sacrifice (up to $5, 000, and subject to conditions
moved back to when the employee exercises the options Going forward -start-ups only Options and shares that are
ESS is the recipient†s employer (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
talented employees, and compliance burdens generally have a larger proportionate impact on small businesses. This is partly because small businesses have limited
•creating a more skilled labour force •building economic infrastructure to drive productivity; and •fostering innovation and entrepreneurship in our industries
to eligible private employers as premium payers Late 2014 †early 2015 TPO00007 An action plan for a stronger Australia
A more skilled labour force 9. Increasing the focus on STEM and innovation in schools The Department of education will
arrangements for Employee Share Schemes The Department of the treasury will conduct stakeholder engagement to refine legislation prior to introduction
ESS Employee Share Schemes FWBC Fair Work Building and Construction GDP Gross domestic product IFA Individual Flexibility Arrangements
Labour force, cat. no. 6202.0. Australian Bureau of Statistics. Canberra Commonwealth of australia TPO00007 An action plan for a stronger Australia
Labour force, Detailed, Quarterly, cat. no. 6291.0.55.003. Australian Bureau of Statistics. Canberra: Commonwealth of australia ABS. 2014k. Managed Funds, cat. no. 5655.0.
) Employee Share Schemes †Their Importance to the Economy. Employee ownership Australia and New zealand Farquhar, S. 2014, February 18.
Completion and Attrition rates for Apprentices and Trainees. Adelaide: National Centre for Vocational education Research NCVER. (2013b.
Employers use and views of the VET system: Statistical Report. Adelaide National Centre for Vocational education Research
Labour force Statistics by Sex and Age †Indicators (Stat Extracts. Paris: OECD OECD. 2014c. OECD Economic Surveys:
) Geographic Labour mobility, Research Report. Canberra Commonwealth of australia Productivity Commission. 2014c). ) Productivity Update 2014. Canberra: Commonwealth of
•Page 49 †Construction worker-Michele Mossop, Engineers Australia •Page 63 †Road under reconstruction-istock
government believes that it also concerns issues such as employees trust and participation as well as low wage dispersion.
manpower with sound and relevant competency. Private research investments must be strengthened in order to safeguard long-term knowledge development in industry. at
focus on the employees, and consider new measures for promoting staff-driven innovation in collaboration with the norwegian Confederation of trade unions
importance. as the employer of approximately 30 percent of the country†s workforce with a volume of procurements amounting to approximately nok 249 billion, the public
experienced R&d experts but staff in SMES (managers, employees and trainees) who have to develop innovative products
consultants might wish to use it as an additional tool to support their clients or to give their
â€oefirst, there is a need to prepare European citizens better for entering the labour market, thereby re
diagnosis, an external specialised consultant is proposed Example Questionnaire for Technology Audit (at the end of the article http://www. adi. pt/docs/innoregio techn audits. pdf
this point, the participation of experts for recommendations and solutions was necessary. So the dis
employee disruption and service level degradation as possible. The Wright & Hunter recom -mendations for improvements in the physical plant were implemented and the probability of
own employees than asking for consultancy elsewhere ï it improves the mood and the relations between the employees of an organisation (for exam
-ple, creating a relaxed open to communication atmosphere, employers can discover potential problems of the organisation †no matter the level of their occurrence †before the situation
gets out of control "Innosupport: Supporting Innovation in SMES "-4. 1. Foundations of generating ideas
employees We have to make an important statement: the managing styles do not exist in a pure state.
it is a public company founded in 1930 with over 28,000 employees worldwide Context: the company fights its capacity to serve its clients,
4. an expert called facilitator, which can acts as a leader to maintain the order and the focus of
2-should be solved with the actual employers; 3 -speed of implementation; 4-implementation difficulty 7. Marking ideas
if experts in different fields of knowledge and levels of qualification participate in the session
be used (experts in different fields of knowledge ï All participants are active (not necessarily achieved by a brainstorming session
Therefore, for the composition of a work group, experts from different fields are useful (technicians, doctors, biologists etc
-ence, technical expertise, medicineâ€) †group work with experts from â€oedistant†fields can be very useful
creative every day for both employers and clients, he has gained a rich resource of examples to help
We train our employees †but we don†t let them use their knowledge We learn mostly in projects â€
We have an expert for every question †but few people know how to locate him/her
and the participation of each employee to the firm cognitive capital is also rec -ognized
know-how or experts) or missing technology or a combination of the two. Knowledge gaps must be filled in with several policies such us
In today†s very competitive work environment many employees don†t feel safe in their work position
mistakes or ask other employees if they don†t know something. People at work also shouldn†t be
Specific knowledge might exist in every employee due to his/her past experience, first degree, etc
and accurately communicated to employees Solution To help the company maintain and improve the quality of their working methods, Information Transfer
Lack of absorptive capacity in recipients Educate employees for flexibility, provide time for learning, hire for openness to ideas
-mation Officers) and other information executives. Free newsletters are offered ï http://www. kmpro. org /This portal provides member access to the KMPRO Knowledge Center (KC), where members
Has any worker on the assembly line the au -thority to make changes that he thinks will improve its efficiency?
ï They will not waste the innovative potential of their employees (practically the most valuable asset of a company
ï They will create among employees the sentiment of participation, the sentiment that their ideas are taken into account.
employees, which is in itself beneficial 4. 7. 1. Why and where is used it?..79
employees and a proper way to motivate them in terms of per -formance and com-New organizational culture
employee, teamwork, good communication, awareness of the innovation importance for the company†s performance excellent work relations
ï Nurturing an environment that encourage the creativity of employees (blue sky thinking that use toys to stimulate creativity are to be considered-see links
the creative potential of the employees. Details on that subject will be given later in the module Risk taking
feeling the employees get, that they are taken into account, that their opinion counts. When imple
/The method implies the creation of a number of boxes where the employees deposited ideas, sugges
Mexican cement company, regularly uses all its employees and its customers for ideas. These firms
include mentoring of innovators by senior management, seeking advice and resources outside estab -lished channels, celebration of successes and learning from failures
-ency †management and employees may see, at a glance, for instance, what kind of innovations are
And, finally, reward your executives as entrepre -neurs-not simply as stewards of the corporate legacy
workers, under the supervision of a foreman. They met one hour every week. After one year
One has to mention that every employee has the right to participate to the program.
the development and each gate is a decision point where senior management can continue or stop
According to a business consultant helped ENERGEX, "We were ini -tially surprised by the call from ENERGEX-energy retailing is a long way from our usual customers in
According to business consultant the results of the ENERGEX Retail review were positive.""We found high-energy teams passionate about their industry, their business and the need to move at lightning
With the help of the business consultant we have tailored the Stage Gate product development system to suit our managerial needsâ€
ENERGEX chose business consultants to help them develop its new process and tackle the short
real decisions as well as the personal backing of the senior management team. Good senior man -agement support speeds process acceptance and early success
-cal hands-on training for users and gatekeepers (senior management), accurate and concise process documentation, a process brochure for those who need to be aware of
New employees should also be trained in the process The Results During the implementation of RAPID, existing projects were mapped to the process and a number of
The tyre company with the help of external consultants built a solution to monitor and manage the
The engine manufacturer with the help of external consultants designed a solution with a multi-tiered
addition there are many technologies available for recycling purposes as well as expert consultants in several recycling areas.
-tion with your immediate fellow researchers, business partners and professional advisers would nor -mally be regarded as implicitly confidential
-land, IP experts initiated proceedings in South korea for infringement of their South korean design registration and succeeded immedi
Many businesses often need to reveal some of their confidential information to new employees, inde -pendent contractors, venture capitalists or bankers.
employees to potential partners, every business needs a Non-Disclosure Agreement to protect itself Once you have your own Non-Disclosure Agreement at your disposal,
Current and former employees are responsible for most breaches of confidentiality. Employees are under an implied 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 provi -sions for when the employee leaves your business They can be used to
ï share intellectual property ï share commercial or trading information ï 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.
from employees, principals or agents of theirs who will come into contact with the information 2) Second, there must be a recitation of confidential relationship between the disclosing party (the one
them, by consulting IP experts As some IP protection tools require financial resources that a start-up company may not necessarily
employees, clients and partners before any information is exchanged. He also ensures that all the company's documents have a confidential notice.
by seeking help from IP experts Planning to diversify his business activities, the company owner plans to develop a new innovative
In many cases, business angels will be retired executives or people who have built successful busi -nesses and then sold them.
ï Reference others †by referencing experts in the area of your project, studies/forecasts from
-ture created to promote self learning among employees of the car manufacturer. The first of its kind in
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...
high degree on their employees, their competence and knowledge The great importance of training, further training, learning, human resource development etc. should
the employees Changing market conditions such as ï Increasing internationalisation and globalisation of the markets, high competition pressure
qualification requirements of the employees ï Faster decline of the knowledge and the need for lifelong learning
of the employees ï communicative and language competence ï need for more responsibility and self-control etc
The qualification of the employees are, on the one hand, a prerequisite for innovation, because it is indispensable for the start and the permanent further development of innovation.
-tion changes in the qualification profile are taking place among the employees Lacking qualification can turn out to be a bottleneck in the innovation process in an enterprise
The CEO of Eloxal Heuberger (an anodising institution with 22 employees) has an interview with the
the enterprise and the employee from this training measure are made clear before the event After attending the seminar a follow-up interview takes place where the participants jointly find out how
-rectly, and which supporting measures the employees would need to apply them. In addition, a sum
If required, the company Winkelbauer (engineering enterprise with 46 employees) organises events under the title â€oeedp:
possibility to talk for two hours with an EDP expert about his EDP questions on the basis of a cata
The Gosch Consulting company (Consulting enterprise with 30 employees) has compiled a database with the title â€oemarket place of experienceâ€oe.
by the employees. If there is a problem during their daily work they then can access the â€oemarket place
ï Training and Qualification-Handbook for Consultants Karl-Franzens-Universitã¤t Graz, Institut fã r Organisations-und Personalmanagement †GRAZ
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 com
-petence. Furthermore, labour conditions have to be organised in such a way that the employ -ees become motivated
grants the employees labour market ability, and opens up new business fields for the enter -prise
-partments for preparing their employees for future requirements, professional human re -sources development is looked often vainly for in medium-sized and small enterprises.
†Innovative employer":"Catalogue of criteria and evaluation concept for The swiss HR-cata -logue 2002
with these challenges by engaging support services such as consultants, lawyers, bank or government sponsored business advisors in order to tackle any perceived gaps
If you company does not have an HR department or an HR expert, you will most likely work with an
external consultant or advisor "Innosupport: Supporting Innovation in SMES "-10.2. Identifying training needs for Innovation in SMES
-ager of the enterprise through successive layers of management to the individual worker who touches
because the employees of the different areas are the ones that will be involved in the training later on
-ing needs of your employees; we give you a few examples ï Introducing new technologies ï Entering a new market
ï Hiring employees from specific target groups (e g. immigrants or the mix of some of these factors
If necessary, ask for the support of an external expert to help you structure the measures
Employee Proposed Solution Solution De -tails Bad quality control Production Quality Control Production Quality 95%pro
employees Delivery wor -kers Defining and moni -toring of perform -ance indi -cators for delivery
employees about this new system Bad cash-flow management Budgeting Financial Existence of enough cash in
workers Negotiation and pur -chasing training for purchasers Negotiation and purchasing training for purchasers Working ses
ï Sector Skills Development Agency (SSDA) is responsible for supporting employers in the development of appropriate skills in the labour market disseminates skills related research
findings. Research sponsored by the SSDA will be published in a dedicated research series and made available in both hard copy and electronically on the website below
environment, focusing on Contractors, Specialist Subcontractors, Consultants, and Local Au -thorities, where the departments work as SMES.
Once embraced by employees, innovation becomes a way of life. It ensures that all the human capital is in step
-ployees are motivated and confident enough to continually try new things Out to this end, employees would be equipped with the right types of knowledge,
shared 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.
striving to meet the needs of all employees Why and where creating a company culture for continuous innovation is applied
ï Use knowledge of employees and data to make decisions in a timely manner ï Tolerate mistakes of employees in pursuit of continuous improvement
ï Act with swift resolve to maintain the highest customer satisfaction ï Never rest with the customer†s status
about modified employee behavior, leading from the top. But once a company sets out on the innova
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,
4. Challenge Employees to Compete When challenged by external (or sometimes internal) organisations, groups are kept on their
-ity to all employees, with rewards both for uncovering unsafe conditions, and for discovering new ways
A team of company employees decided that they could do the job themselves better and
The two employees are in charge of corporate strategy, network expan -sion and product development. Everything else, including product branding, product design, marketing
processes), played by good jazz musicians (employees), playing high quality instruments (technology in the right way, so that the audience (customer) enjoys the performance.
The employees ï are competent and confident in their jobs ï are aware of their strengths and weaknesses
Academy of Management Executive, 16:42-53 ï Jelinek, M. & Schoonhaven, C. 1990. The innovation marathon:
ï Apart from business management effects there are manifold labour market political and political-economic effects 11.7.
ï Sufficient potential of highly qualified employees ï Attractive frame conditions for scientists and researchers from home and abroad
use a technical reference or will contact directly some expert in the field; nevertheless, the Internet
-vided by an expert in the field Depending on the type of the required information or specificity of data,
experts Finding and using interna -tional sources for financing Marketing and sales (ads website ecommerce) in
1. Employing people who are professional experts and speak foreign languages e g. because they come from
the company, employees sometimes arrive late or leave during the course due to work commitments â€oemrs Y, there is a phone call for you †â€.
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
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
ï Request for qualified workers increases, higher education becomes a decisive factor in com -petition ï Technical based professional skills lose against qualifications to adapt activities permanently
â€oein a radio discussion on the on petrol prices an employer introduced the innovative idea to raise pri
prices for the payment of employers†social contributions for the employees The answer which was given was that international competition in a globalized market makes the im
what constitutes the requirements for the qualification of the employees 10.1.2. Why: The role of human resources in the company†s ability for innovation
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