front line staff to understand the needs of users and better tailor their services accordingly. There are also many organisations which
communities, front line staff, other sectors or other countries. There are many ways of tapping into these sources (such as idea banks, call for
and develop staff, and to access capital; too many contracts place excessive risk on providers, causing some organisations to reject opportunities to
•Collaboration †with users, front line staff and other stakeholders and partnerships with organisations from the private, public and
existing front line staff, among other specialists, to be a driving force in the design of new services
rapidly testing solutions and getting feedback from users and front line staff to refine the ideas
ideas, reputation and recruitment. More broadly, business leaders are becoming aware of the growing importance of values to their business
and coached by Grameen Danone staff. There are roughly 500 women selling Shokti Doi in the Bogra District.
means that it has access to national health services staff and premises. One of the other innovative aspects is that those who work for a Koispe may earn a
environment for a wide range of staff to work together on some of the most
involves users, front-line staff, and stakeholders such as senior managers or elected councillors, in setting out what is required from a
Technology, Services and IT Implementation, Biotechnology, Working life Materials, Transportation, Cross-Sectoral Issues, Knowledge of Innovation
entrepreneurial talent, scouting for good ideas, engaging with staff in the National Health Service (NHS) and local authority as well as the third sector
often, the talent, experience and appetite for working better amongst staff is not sufficiently mined, valued or developed.
staff and local enterprises are harnessed and channelled towards delivering sustainable solutions to address health and social care needs.
recruit, retain and develop staff, and to access capital; too many contracts place excessive risk on providers, causing some organisations to reject
and develop staff, and to access capital; too many contracts place excessive risk on providers, causing some organisations to reject opportunities to
their employees, likely because staff have to be skilled multi to perform a variety of functions.
Having under-skilled staff has a detrimental impact on organisations-often leading to an increase in the workload of other
-qualified staff for long-term employment poses a key challenge in the NGO sector. Some issues included:
many NGOS cannot afford to pay their staff regularly and do not register them to avoid paying taxes,
resulting in little chance to develop staff capacity and skills for sustainability; a tendency to hire staff on an ad hoc project basis
resulting in high turnover rates. All of these factors are compounded by a weak culture of volunteering, which makes long term sustainability a
3. Implementation (health risks, management risks, staff benefits 4. Cost effectiveness (cost savings, scalability, wider economic gains
for front line staff and practitioners, and those involved in social innovation from businesses, the public sector and the grant economy.
of the research process †from design, recruitment, ethics and data collection to data analysis, writing up, and dissemination.
17) Feedback systems from front line staff and users to senior managers and staff. Feedback loops are a necessary precondition for learning
reviewing and improving. This could include front line service research to tap into the expertise of practitioners
and front line staff, using techniques such as in depth interviews and ethnographic/observation methods. User feedback on service quality, including web-based models
line staff, other sectors, or other countries. In this section, we look at ways of tapping into these sources,
section of the clinic where staff and doctors can develop and prototype new processes for improving service delivery.
freeing up financial and staff resources. The idea is to then refocus the prison day and the role of the prison officer around an intensive learning
staff through quality circles. These are usually based on the idea that frontline staff have better knowledge about potential innovations than
collaboration between management and staff †what he called, a system of †profound knowledgeâ€.
own staff, and then provides support to the winners 54) Competitions and challenges can be an effective means of uncovering
Allowing staff in an organisation to vote on which ideas and projects should receive early stage funding.
involves those with some measure of private interests †finance, staff suppliers, and purchasers. Some may exercise their interests at arm†s length
and the staff who carry them out. Yet the success of a social venture depends on an integration of the two.
models where there are relatively autonomous groups of front line staff supported by the technical staff, and management.
Control is exercised by the users/consumers and their requirements, translated through information and operational systems that highlight the degree to which
discipline to front line staff formerly supplied by hierarchical managers The manager†s task in this case is to assess variances in performance and
between a venture and its staff and volunteers. Conventional accounting takes little account of this intangible capital,
its own staff, board and volunteers. With many of them there will be formal agreements, but whereas in the private market economy relationships take
Investing in human resources to ensure a social venture†s openness is as important as investing in a building or machine
of the employees and staff. It is always a useful exercise for a venture 4
Developing its staff is important, not only for the venture itself, but to create a group of
The promotion of social innovation has tended to focus on the supply side and how innovations can be diffused among service providers through experts
160) Promotion and marketing of innovative services and programmes to encourage behavioural change. This includes market
the †5 a day†campaign, the promotion of free smoking cessation services and the new NHS campaign †Change4life†which promotes healthy
in terms of staff and equipment. The parent company supports the new company until it is financially sustainable †only then can the old and
in the professional development of staff. There is a central role for academies, apprenticeships, and training programmes.
with an annual turnover of £98 billion and employing some 1. 5 million staff It is involved already heavily in innovation through investment in research
being developed by their own staff. They are now developing their model, in partnership with the Australian Social Innovation Exchange
a year, employing 90 staff plus another 60 in the summer months. It runs residential and day courses and is generally an animator of new
the form of recognition, promotion or finance 317) Appropriate risk management. Public agencies tend to be fearful
319) Circuits of information from users to front line staff and senior managers. The flow of information from the periphery to the centre is
But there are also many tools for encouraging staff to innovate from managers to front line workers
398) Accreditation, search and recruitment of public innovators by commercial headhunters or government agencies. For example, with
bono marketing, human resources and IT consulting services 417) Philanthropic †ebaysâ€. Philanthropic platforms such as Volunteermatch which help people find volunteering opportunities in
networks, while exposing members of staff to new working cultures and experiences Legislation and Regulation
in social issues as a source of new ideas, reputation, and recruitment. Many businesses now see social innovation as a field for creating new business
We now have over 60 staff, working on over 40 ventures at any one time, with staff in New york and Paris as well as
London and Birmingham in the UK This book is about the many ways in which people are creating new and
The lack of suitable technical and managerial staff with sufficient knowledge and expertise is a major barrier
challenges involving organization, staff training, and includes outsourcing non-core operations, changes in processes and systems,
use and promotion of standards sharing common solutions implementation of digital business ecosystems Investment/Costs
has changed their position, from a traditional source of human resources and knowledge to a new source of technology generation and transfer, with ever increasing internal
building upon family investment firms with a professional staff. They worked out a political strategy to make the venture capital firm a viable entity by lobbying to
Regional innovation policies have focused traditionally on the promotion of localized learning processes and capabilities to secure a competitive advantage of regions, by
and if a human resources attraction strategy is lacking 15 Endogenous knowledge-based regional development strategies recognise that local
Therefore, the promotion of measures that support the formation and consolidation of the spaces is essential in designing Triple Helix-based regional innovation
innovation focus particularly on the promotion of measures that support the formation and consolidation of the Knowledge, Innovation and Consensus spaces.
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
factors in their firms (competencies and know-how of the entrepreneur and his staff personnel initiatives, personnel training, organized and spontaneous communication
that retail and wholesale an create jobs and offer career development One in five young workers have an experience in retail or wholesale.
ï Encourage energy efficiency through the promotion of voluntary practical support initiatives towards businesses, in particular SMES, to accelerate the uptake of
HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology ITIL Information technology Infrastructure Library
identify potential threats or opportunities related to human resources, customers competitors, etc As a consequence, we believe that the distinction between DDSS and Big data
Data change decision making and human resources with regard to capabilities satisfying it, integrating programming, mathematical, statistical skills along with
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
Management Organization Investments in human resources with a mix of new analytical skills and business Talent
and investments, in particular, on human resources to be focused on data scientist capabilities. Furthermore, talent management and employees reten
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†â€), located in San ramon and around the globe, as well Bangalore, New york,
the staff is motivated by three factors: an acute shortage of talent, having in depth data science and deep analytics capabilities;
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.
2. The staff responsible about the supporting the service may lose interest and satisfaction about their roles,
3. The IT department would possibly lose some of its staff due to the fact that
such as the transition of the service, the management of the staff impacted, the management of the communication to all stakeholders, knowledge retention
IT department from managing their own internal staff to managing the cloud supplier and the interfaces
also a set of training activities by the staff. Indeed, the operators have to be able to
•Human resources benefits: since that consumerization of IT has been originally started by having employees bringing their own devices to the business, thus, it
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: urgent issues can be better coordinated and resolved through the increased availability of staff that can be accomplished by having
collaboration initiative at the staff, enhance the employees ability to work in virtual teams, and increase peer influence
from human resources and legal to IT, corporate services, and most impor -tantly, end users. This is an ideal opportunity to define all the components of the
overwhelm the IT staff; this process included a holistic assessment of the following components such as:
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
-cated to all staff within organization. That is because people are often unaware of the privacy and security risks involved in using certain software applications
and staff resources create several challenges for information technology (IT) departments. One way to tackle such
could help their staff improvement processes 10 Thus, technology is an essential part of the educational experience.
-agement, staff and customers. It establishes a set of policies and practices used by the organization to enhance a transparent accountability of individual decisions
The flow of highly qualified graduates and staff from the research community to indigenous companies is an important means of enhancing innovative capacity within Irish industry.
Currently more than 200 staff are employed in the companies based in Arclabs. Furthermore WIT€ s New Frontiers Programme (formerly the South East Enterprise Platform Programme (SEEPP),
The purchasing power of hospital employed staff has been estimated as worth more than â 242.34 million to the south East economy
†Entrepreneurship promotion: Promoting entrepreneurship as a career choice and raising general awareness on entrepreneurship
The adequate promotion of a consistent innovation-driven entrepreneurship policy requires us to focus on five defining
the promotion of research and innovation; the continued improvement of our European workers†skills and knowledge;
†Hire staff by reforming employment law, helping up to 1. 25 million businesses cut their employment costs, and
Formal long-term employment contracts between individuals and corporations would become investment relationships in which individuals dedicate capacity and
Public Authority for Investment Promotion and Export Development (ITHRAA Azzan Qassim Al-Busaidi, Director General
Youssou Camara, Administrative Staff Fatou Gueye, Teacher Gisã le Tendeng, Accountant Serbia Foundation for the Advancement of Economics (FREN
Investment Promotion Litsay Guerrero, Economic Affairs and Investor Services Manager Eduardo Porcarelli, Executive director  2014 World Economic Forum
of staff training is taken also into consideration because of the importance of vocational and continuous on-the
5. 08 Extent of staff training 6th pillar: Goods market efficiency...17 %A. Competition...67
†IMF Staff Discussion Note 11/08 WASHINGTON DC: International monetary fund. Available at http //www. imf. org/external/pubs/ft/sdn/2011/sdn1108. pdf
Inequality and Growth. †IMF Staff Discussion Note 14/02 WASHINGTON DC: International monetary fund. Available at http //www. imf. org/external/pubs/ft/sdn/2014/sdn1402. pdf
For this example, we compute the score of Tanzania for indicator 5. 08 Extent of staff training,
5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...118 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 8...141 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...95 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...119 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 5...30 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 8...19 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...94 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 5...29 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...131 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...39 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 1...9 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...109 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 5...115 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...68 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...44 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 3...127 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 8...140 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 9...137 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...82 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...69 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 7...22 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...104 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 8...139 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 2...52 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...46 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...83 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 7...21 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...70 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...129 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...43 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...55 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 9...15 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...86 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 8...142 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...71 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...36 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...123 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 3...5 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 5...31 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...100 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...42 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 5...114 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 0...13 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...61 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...112 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 6...28 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...128 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...64 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...130 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...38 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 6...26 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...108 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 7...25 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...77 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 7...24 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 0...135 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 8...20 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...76 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...133 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...59 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 4...2 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...58 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...62 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...34 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 2...53 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...97 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 5...113 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...45 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...33 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 5...117 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...75 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 7...143 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 2...50 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 4...3 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...81 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...102 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...65 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 3...4 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 3...126 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...40 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 6...144 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...35 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...74 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...120 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...73 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...87 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...106 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...121 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...2. 9...138 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...57 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 3...125 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 0...12 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 9...17 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...88 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...48 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 2...8 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...49 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 4...122 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 3...47 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...105 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...93 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 6...27 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...72 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 2...54 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 9...16 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 3...6 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...111 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...89 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...66 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...60 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...78 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 1...134 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 0...67 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...107 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 3...7 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...90 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...98 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 9...18 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...96 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...56 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...101 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...79 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 1...10 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 7...1 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...41 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...103 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 5...116 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 4...37 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 0...136 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 2...51 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 7...99 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...91 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 6...110 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 8...92 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 1...11 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 7...23 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...5. 0...14 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...80 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 3...124 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...85 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 2...132 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...4. 1...63 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...3. 9...84 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...
5. 08 Extent of staff training...463 Pillar 6: Goods market efficiency...465 6. 01 Intensity of local competition...
absenteeism, recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
absenteeism, recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
absenteeism, recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?
recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
recruitment and training expenses, revenues? 1=a serious impact; 7=no impact at all 2013†14 weighted average
5. 08 Extent of staff training In your country, to what extent do companies invest in training
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