Wage earner

Assisting spouse (3)
Craftsman (3)
Liberal profession (3)
Occupational status (5)
Self-employed person (1193)
Wage earner (2084)

Synopsis: Employment & working conditions: Labour market: Occupational status: Wage earner:

/Innovation Ecosystems 57 in the development of innovative SMES8, we propose the addition to disclosure requirements of Corporate Social Responsibility of any company of more than 2, 000 employees a criteria or indicator on behaviour towards innovative SMES,

Persistent mismatches between employee skills and job requirements can seriously impede innovative activityâ€. The United states alone spends $100 billion a year on unemployment benefits.

the team is composed of full-time employees of the center. Typically, this in-house team includes five to six team members (director, facilitator, host, content expert, etc..

Employees that come to the FC are recharged with new energy; †greatly helping to remove internal organizational barriers †as this is a â€oeneutral†zone in

They outline how informing employees about strategic corporate goals during workflow execution increases strategic alignment and offers innovative possibilities for the implementation of strategic change.

Alternatively, external providers now do many employee services that were provided once internally, by the organization.

, employee benefits, legal services, small item purchasing, employee travel) fail to adequately solve the employee or employers PTBS.

employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.

For example, an internal social network that allows employees to create profile pages can be used for locating others with specific skills

management no longer dictates every action that employees take, but everyone is given an appropriate level of control required to complete their tasks.

It may be necessary to shift employee metrics from pure efficiency measures to those that capture contributions to problem-solving and social collaboration,

Yet, it is still not well researched how companies can harness the various benefits for using social media to better involve both employees and customers in various phases of the business process life cycle.

We here understand SM to be a service that facilitates networking among employees and stakeholders,

With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.

(3) enable inclusion of more employees than just a few selected experts in the modeling group.

Typically processes are modeled by a closed group of business analysts, employees and process owners; in our experience often the individuals most in favor of process view

and M. Klun coordination reasons, excluded employees, if not involved at a later stage, can develop negative predispositions towards the process approach (Rosemann, 2006).

but by using SM all employees, not just a handful, are given insight into the model creation.

Employees are involved actively in preparing the process model by contributing the needed data or knowledge,

which enable communication and collaboration among all employees by providing job-specific tools and applications on the intranet IBM-News, 2006).

Obviously, just being given the possibility to use SM for process modeling does not mean employees will indeed do so;

most of the employees have 5%of their work hours explicitly reserved for modeling processes.

Table 1 A framework for classification of SM inclusion in business process life cycle Internal participants External participants Process modeling phase Involving the employees in process modeling Gathering data

or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users†support during execution Process

and feedback on process performance to employees Enabling real time visibility and feedback on process performance to customers or suppliers Process improvement phase Gathering and evaluating ideas for process improvement from employees Gathering

One possible example is employees using Yammer to get advice from colleagues when additional information about a process (or an activity in the process) is required.

All employees have access and contributing rights, the most affluent contributors being ranked as top users.

where companies no longer have employees, but partners, and the goal is not profit, but creating value. 4. 4 Execution Phase for External Participants In the execution phase,

Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,

Employees that are more aware of the processes can have a more holistic view of the workflow and a wider understanding of the interdependency of process activities.

SM allow employees to help improve the processes by contributing their opinions and suggestions for adaptation.

where a large number of improvement suggestions from employees was be gathered, but due to an 68 P. Trkman and M. Klun overwhelming amount and unclear procedures for â€oeprocessing†the ideas, it resulted in little improvement and a very high level of employee dissatisfaction.

By connecting all employees on a common platform, companies can find potential experts who might not have been known to them before

or had participated not previously due to a high information-pass on threshold. Such individuals provide insightful recommendations that can prove valuable in the improvement phase.

Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.

not only lead to some marginal gains in a company†s reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.

How to use social media to tap the collective genius of your customers and employees. Boston, MA:

making employees feel uncomfortable†as their routines can be subject to change anytime. Innovation initiatives have to consider

, If P & C employees and project members, and external test groups, e g.,, existing customers as well as potential customers.

employees are not deleted†they are fired, etc. GL12: Ensure privacy without losing meaningful correlations. Sensitive or private data should be removed as early as possible (i e.,

employees are not deleted†they are fired, etc. Extracting Event Data from Databases to Unleash Process Mining 113 Definition 1 (Unconstrained Class Model) Assume V to be some universe of values (strings

but by all employees of the organization, thus, all those that are directly or indirectly involved in the process execution.

in order to create the basis for increasing efficiency †Achieve common understanding over all processes †Enable easier updates of process-relevant information †Use process models as work manuals for employees †Reduce process-related

This is crucial considering that one of the BPM goals of this company is to use the process models as a work manual for employees.

when an employee (new or existing) views the process map, he or she should gain a basic understanding of how the company operates as a whole.

If the employee requires some additional in depth information about a particular process then the process model details from the lower levels of the corresponding process architecture have to be inspected.

Facilitating cross-functional thinking will in return lead to increased employee communication and collaboration. Moreover, a process map is used as a foundation for the subsequent detailed modeling.

which a manager could ensure that employees are aligned with the company†s strategy? This chapter describes a design approach

while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.

while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.

However, to fully benefit from their human potential, organizations need to ensure that their employees understand their own role in the strategy of the organization.

and performance targets from top managers to employees (Boswell et al.,2006). ) The alignment between business processes and strategic goals has been approached by information systems literature in different ways.

and the way employees execute the processes. According to Lepmets et al. 2012), the literature is lacking studies on how process improvement methodologies can be used to align the goals of a process with the business goals of an organization.

and strategic requirements and to improve employee understanding of their role in the success of the strategy. 3. 1 Basic Concepts

When employees know the expected outcomes of their activities, they are able to improve their job to meet the expectations of the organization (Buller & Mcevoy,

offering much more automation opportunities for making employees aware of their role in the company†s strategy.

not only define how employees should conduct their work, but are used also to inform these employees about the relationship between what they do and

what is needed for the success of the company†s strategy. To explain how this relationship is expressed

Finally, we use the concept of strategic recommendations to inform the employee about the connection between their tasks

and their relevance to the strategy of the organization. 3. 1. 2 Work Products Employees in an organization execute activities to produce some output that is valuable to the company.

A work product is defined as the output of a single operation executed by an employee.

the work product concept is useful to describe the relationship between what an employee does

strategic requirements may affect the way the employee performs his job. We call a strategic recommendation any information that helps the user take decisions

If the employee finishes an operation generating an output that is in accordance with its strategic recommendations,

while another adapter may warn the employee that the order is delayed and should have processing priority to avoid customer complaints.

the employee must take the decision about whether the process is being executed to schedule a delivery with the company†s fleet

At this point, the employee is actually facing a difficult decision. Is it an advantage to the company to contract a carrier?

The decision taken by the employee at this point has a direct impact on the strategic performance of the company.

As soon as the employee has gathered this information and input into the system a decision algorithm is employed automatically to determine the recommended path to be followed by the user.

when the employee reaches the decision point in the process flow, the SA-BPM system will display the recommendations computed by the adapter in a textual form,

After the addition of the Finance†s adapter, the employee that is executing the Shipment Planning process will also be informed that his decision affects the FCF of the organization and that, in certain instances,

Aligning employees through â€oeline of sightâ€. Business Horizons, 49, 499†509. Brews, P, . & Purohit, D. 2007).

as well as (3) the use of a process architecture or hierarchy of layered process models to help orient (new) employees or estimate the impact of risks and changes.

Another way to stimulate digital innovations might be to include process performance metrics in the appraisals of all employees (instead of only departmental or individual metrics),

The Disciplinary Responsibility defines what an employee is supposed to do. This comprises signing legal contracts and issuing the power of attorney whereby Disciplinary Responsibility also bears the risk of possible organizational fault.

In contrast, Process Responsibility defines how an employee is supposed to perform an activity within a business process.

This includes budget fulfillment as well as the leading of employees (e g.,, role assignment to employees, target agreement, personnel development) within the organizational unit.

Roles of the Process Responsibility: •The Process Domain Owner is accountable for the strategic direction of a process domain.

, definition of trainings for process employees, specification of IT tools. •The Process Manager is responsible for cross-unit coordination of a process instance.

Each organizational unit is headed by a Resource Responsible who leads the employees from a disciplinary perspective.

The employees perform the process according to the formal process description issued by the Process Owner,

This maximizes the contact of the Process Manager to the employees and Resource Responsibles of the process instance,

but the contact to employees may also decrease. Due to the clustering of process instances this person can work fulltime as a Process Manager and the profession-alism (i e.,

Table 1 Overview of FAR+application Person A •Process owner •Employee within quality management •Head of management system team •Resource

Person C •Process architect •Employee within management system team Person D to P •Process manager •Mainly quality managers of the subsidiaries

resource responsibles of employees perform core roles of the process Table 2 Overview of FAR+communication flows Process coordination •On demand communication between

and they are connected very well with the employees performing the process. Thus, ideas and claims of the employees can be considered early

and help to improve the process to fit the needs of the business. Furthermore, process improvement is connected closely to corporate strategy by the †process strategy†and †strategy review†communication flows, enabling top management support (Muâ nstermann, Moâ derer,

2012), which are both key success factors to raise employee motivation and avoid rejection on their part.

In the Ph d. thesis she will research how to improve employee involvement in business process management (†BPM€

focusing on the conceptual behaviour of employees during BPM projects as well as the possibilities (tools) that increase involvement and collaboration of employees within organizations.

as in the last years, hit by the economic crisis many SMES went from the medium to small size due to the decrease in the number of employees.

Furthermore, highly innovative firms were found to place great emphasis on employee development training (Laforet and Tann, 2006, p. 366),

and this is also the case in some Romanian SMES that were found to have invested in training half of their employees (24%in 2010)( Nicolescu, Nicolescu and Nicolae, 2012).

business innovation is often incremental and built on the day-to-day expertise of employees and their thorough knowledge of customers and competitors.

in 2006,15. 5 percent of Ireland†s science and technology employees aged between 25 and 64 were born outside Ireland,

Better skilled and better educated employees are good for the economy as a whole and for the firms that employ them.

The agreement envisages a concerted effort by employees and employers to increase levels of workplace learning and upskilling.

which provides financial supports for training employees. It is focused particularly on the needs of people in low-skilled occupations.

The provision of individual learning accounts funded jointly by the State, employers and employees; Improving arrangements for employee training leave;

Tax incentives; and Brokerage systems to help companies source appropriate training. Innovating through the Structural Funds Structural funding,

The Workplace Innovation Fund is a unique opportunity for SMES to receive financial support for projects seeking to develop partnership and participation within the workplace leading to productivity improvements, improved performance and employee well-being.

OECD figures for eleven OECD countries suggest for example that â€oehigh-growth enterprises†account for between only 2 and 8 per cent of all enterprises with 10 or more employees,

i e. comparing innovation rates per employee not per firm (Audretsch, 1995). On the other hand, there is a strong suggestion that SMES are associated particularly with bringing forward so-called breakthrough innovations.

using and interacting occurs on the job as employees face ongoing changes that confront them with new problems

are enterprises with average annualised growth in employees greater than 20%a year over a three year period and with ten or more employees at the beginning of the observation period. â€oegazellesâ€,

with average annualised growth in employees greater than 20%a year over a three-year period and with ten or more employees at the beginning of the period. 2. See also NESTA (2009). 3. The OECD/Eurostat Entrepreneurship

It is down to employees to select which internal idea to research, develop and ultimately bring to market these knowledge packages.

†A sequence in the adoption of open innovation, starting with customer involvement, following with employee involvement,

Turnover per employee increased over the period 2004-2010 by 114.8 per cent (turnover in 2010 was circa â 256 million for all 199 HPSU clients supported over the period.

primarily preference shares 10 All Irish owned firms surveyed annually through the ABSEI 11 Enterprise Ireland firms started between 2000 and 2006 with 10 employees

so for up to 6 years after hiring its first employee FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 27 Potential Scaling companies;

For employment we use the population of Enterprise Ireland start-ups from 2000-2006 with a minimum of ten employees for comparison45;

turnover per employee is a more appropriate comparator metric, as absolute turnover and growth in turnover would be expected to vary dramatically between the two groups 45 Start-ups dating back to 2000 were selected as a more robust comparator group to reflect the fact that companies can be trading for some years before receiving HPSU supports FORFÃ S

Total Turnover (2004,2005 and 2006 HPSUS) In terms of turnover per employee, for all HPSUS the rate of increase was 114.8 per cent between 2004 and 2010;

Turnover per Employee, HPSU clients 2004-2006 and ABSEI Comparator Group In order for a more robust comparison with the comparator group, turnover per employee is the most useful metric,

In terms of turnover per employee (Chart 2. 5), for 2004 HPSUS this climbed 145 per cent between 2004 and 2010;

terms during the period of the recession than the comparator group (Enterprise Ireland firms started between 2000 and 2006 with 10 employees or over) 47.

a significant company started in 2004 with 114 employees and grew to 250 employed in 2005

so for up to 6 years after hiring its first employee. The chart below outlines how survival rates for the HPSU 2004-2006 cohort are consistently higher than all comparator groups †this is also true for each individual sectoral group.

Average salary of all enterprise Ireland employees involved was calculated and then weighted depending on the estimated time spent delivering the support.

average salary level was established from the employees of the agency working on the project, this figure was adjusted then by the estimated amount of time the 59 Towards Developing an Entrepreneurship Policy for Ireland,

the amount of employees involved and the estimated amount of time the team spent delivering the support.

Salary costs contain the average salary of all the agency employees involved which is weighted then by the amount of time the project leader estimates was spent administering soft support services such as organisation of events,

and the number of agency employees involved in providing the support as determined by the team leader.

Current Costs which covers employee, rent/property and running costs. It is important to acknowledge that the greater proportion of this relates to staff costs (c. 70 per cent)

A business employing up to 10 employees; A manufacturing or internationally traded services business; A domestically traded service business with the potential to trade internationally;

500 per employee and a maximum of ten employee C Training & Management Development The CEBS provide Start Your Own Business, Management Development Training and Mentoring services.

and of 60 per cent is appropriate. 134 Based on 3. 4 full time employees and 1. 1 part time 135 Forfã¡

Employees are most likely to start a business at 54.0 per cent, followed by unemployed persons at 47.5 per cent and those outside the workforce at 37.5 per cent.

Propensity of SYOB Course Participants to Start a Business by Prior Employment Status(%)Prior Employment Status Self-employed/proprietor Employee Unemployed Outside the workforce All Propensity

Employees are most likely to start a business at 54.0 per cent followed by unemployed persons at 47.5 per cent and those outside the workforce at 37.5 per cent.

The last Community Innovation Survey in Belgium shows that large firms(>250 employees) are collaborating on average with more external partners than small firms.

or size class (taking into account that small companies should have less than 500 employees). The companies are active in a wide range of industries.

and have 500 employees; other companies are just a few years old and have less than five employees.

The reader should thus not be surprised by the heterogeneity 13 of the cases. The diversity of the themes we will discuss illustrates how open innovation can take different shapes within each specific firm or industry.

Curana is a micro-company (less than 20 employees) that is active in the bicycle accessory market.

Jaga also explored initiatives to spur the creativity of employees and external partners by setting up Jaga Product Days in 2007 (see p 47).

Some of Curana†s employees, for instance, did not understand why management was preoccupied with managing the network of partners

Intellectual property rights are owned usually contractually by the innovating firm in the case inventors are companies doing contract research, external designers, or employees.

SMES are companies with less than 250 employees (N=792; lager companies (â ¥ 250 employees;

N=175. The calculation covers the period 2002-2004. Open innovation can be measured in different ways.

The external R&d intensity reflects external R&d per employee. Collaborative innovation indicates whether innovating firms engage in collaborative innovation activities with six potential partners:

and the collaboration intensity measures the collaboration per employee. Variable Small and medium-sized enterprises (N-SME=792) Large firms (N-large=175) Mean Standard deviation Mean Standard deviation Difference Search intensity

Moreover, small contests can be held among employees, suppliers, and local communities of designers, engineers, and so on. 33 These value networks have been described by different authors.

On the contrary, the report confirms that the vast majority of these innovative firms are micro-enterprises with less than 10 employees;

following with employee involvement, and external networking, and ending with more †advanced†practices like IP licensing,

%GVA Per capita (index=100) 136.2 86.4 100%micro firms<10 employees 90.8%89.0%92.1%%small firms 11-50 employees 7. 7%9

. 2%7. 7%%medium firms 50-250 employees 1. 2%1. 5%0. 2%%persons employed by SMES 69%65%66.9%%of GVA accounted for by SMES

the vast majority are micro-enterprises with less than 10 employees. Source: Intertradeireland Business Monitor (2011.

Not Important Not very effective 22 A separate analysis (Figure 15) of firms with more than 50 employees (described as large firms in the report) indicates a more positive view in relation to the importance of intermediary bodies

Within this general picture large firms(>50 employees) were more likely than small firms(<50 employees) to be more active across all types of innovation covered by the survey.

While this approach may be suitable for idea generation it does not offer a step-by-step approach to actually engaging employees generating

based remuneration to employees 5. 2. Skills development programmes 5. 3. Immigration reform 6. Access to Finance 6 1.

and regulations to improve Employee Stock option Programmes. Reforms should make it easier and less expensive for companies to run employee share programmes,

while making participation in these programmes more tax efficient for employees. •Allow youth to participate in a new work experience programme,

to be called an †Apprenticeship Programmeâ€, to be funded directly by the companies. •Enlarge the Jobbridge programme by a factor of up to 20 times to help more people escape from the trap of being unemployed perpetually. •Implement visa reforms to attract more of the world†s best talent to Ireland. recommendations

Lastly, Government should ensure that a female employer is entitled to the same welfare benefits as a female employee.

Currently a female employer must have 52 weeks of PRSI contributions as opposed to a minimum of 39 for an employee.

as compared to just 6 weeks by female employees. The Forum believes that changes to these current Government approaches would enhance a supportive culture for female entrepreneurship. 9. Continue the programme of targeted and tailored supports for female entrepreneurs. 10.

The qualifying weeks in terms of PRSI payments to qualify for maternity leave should be the same for female entrepreneurs as for female employees

The Dublinbic manages the Guinness Enterprise Centre, the single largest entrepreneurship facility in the country with 60,000 sq ft. of space, over 80 startup companies and 320+employees in one building.

and reward talent. 5. 1 Share-based remuneration to employees According to statistics from The irish Proshare Organisation in the first quarter of 2013,

companies that operate Employee Share Ownership Plans (ESOP) in the United kingdom have grown by 50%more than the average growth rate of FTSE 100 companies (the UK€ s largest companies.

Indeed there is growing evidence that share ownership in companies significantly improves employee commitment, and in turn drives stability while significantly increasing productivity.

Currently, employee share based remuneration is not attractive to entrepreneurs. Employees must pay tax immediately (via the company payroll system) at typically 52%of the market value of shares received. 27 The employee would then have to sell the majority of his shares

in order to cover the expense of owning them, defeating the purpose of share ownership. We propose a deferral of triggering of the tax liability

in order to make employee share ownership a viable option for entrepreneurs and their staff. In Ireland, legal requirements make it impossible for companies to repurchase their own shares

ESOPS generally require repurchase of shares from departing employees. Therefore, Irish law has unintended the consequence of making it cumbersome and expensive to have ESOP programmes.

This will allow employees who stay with startup companies to participate more fully in their success. We also recommend allowing stock

This will create incentives for an employee to own long-term shares in a company rather than encouraging employees to flip ownership of any granted shares immediately,

as is the current common practice in Ireland. It would also enable entrepreneurs to compete more effectively for highly skilled employees with both multinationals and other countries,

since startup companies can offer more attractive terms on share ownership versus the relatively minor share holdings proffered by multinationals. 41.

Enable Employee stock ownership without creating taxable events until the time of sale of the stock.

Enable companies to repurchase share options for the benefit of their employees (from departing employees,

and to the employee that the visa could be issued in a matter of two weeks or so, establishing Ireland as the most competitive country in the world for technical talent.

or IDA approved companies would be â€oetrusted parties†to ensure that the qualifications of the employee are advanced sufficiently to qualify for the visa,

a. Enable medium-sized enterprises (50-250 employees) in the non-assisted areas35 to avail of the EIIS. b. The EIIS should be amended to increase the period of investment from three to five years. c. Under the EIIS,

•Numbers of individuals starting a self employment project. •Numbers of newly incorporated companies. •Industry NACE code. •Startup size classification †number of employees

How many startups<2 years established have over 5 employees?.•Business survival rates. •Trends in new enterprise creation-self employment/companies. 61.

Furthermore, even if they are employees of their own companies they do not enjoy the same level of tax credits as other PAYE workers.

Where an entrepreneurially inclined employee leaves employment, the current structure of the Jobseeker†s Benefit system encourages them to remain on Jobseeker†s Benefit for the full six/nine month Jobseeker†s Benefit

it is recommended that such entrepreneurs would be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee.

3. Enable a lower capital gains rate (20%vs. 33%)for money immediately reinvested in Irish businesses. 4. Enable Employee stock ownership without creating taxable events until the time of sale of the stock,

just as it is for employees (the top effective rate dropping from 55%to 52%).6. To support cashflow,

just as it is for employees (the top rate dropping from 55%to 52%).66. New entrepreneurs should be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee. 7. 4. 1 Long-term tax policy From a long-term perspective,

structural changes are necessary to make sure that the primary burden of taxes do not fall too heavily on the shoulders of the indigenous companies and the private taxpayer,

The qualifying weeks in terms of PRSI payments to qualify for maternity leave should be the same for female entrepreneurs as for female employees

Every STEM student (undergraduate and postgraduate) should receive a course on entrepreneurship or product commercialisation as part of their degree. 5. Access to Talent 5. 1 Share based remuneration to employees 41.

Enable Employee stock ownership without creating taxable events until the time of sale of the stock. 42.

Enable companies to repurchase share options for the benefit of their employees (from departing employees,

a. Enable medium-sized enterprises (50-250 employees) in the non-assisted areas43 to avail of the EIIS. b. The EIIS should be amended to increase the period of investment from three to five years.

just as it is for employees (the top rate dropping from 55%to 52%).66. New entrepreneurs should be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee. 7. 4. 1 Long-term tax policy 67.

A flat tax on all types of income at 15-20%would be a fantastic way of attracting corporations immigrant entrepreneurs,

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