Talent Management. The actions a principal takes to develop and maintain a high-quality, effective teaching staff.
Talent Management. TKC and TOO agree that the parties will engage in good faith discussions at the Board level to review the talent within the TKC Entities and the TOO Entities with a goal of providing career development opportunities for key individuals within their respective organizations. Such opportunities could be by way of permanent transfer or temporary secondment or such other methodology as the parties consider appropriate in the circumstances. Provided, however, neither party shall hire or engage an employee from the other organization without the prior consent of the board of directors of the other party. This Section 3.3 shall cease to apply with respect to any Transferred Employee one year after such Transferred Employee ceases to be employed by any TKC Entity for any reason.TNOL Employees. TKC shall have the right to offer employment with TKC or one of its Subsidiaries to any employee of TNOL who the parties reasonably determine spends substantially all of his or her time providing services to Teekay Tankers Ltd. or one of its Subsidiaries (collectively, “TNK”) (such employee, a “Dedicated TNK Employee”). TKC shall bear all costs associated with the transfer of the employment of such Persons who accept employment with TKC, as well as any severance or other costs incurred by the TOO Entities in connection with the transfer or termination of such employment. TKC shall be responsible for all Losses incurred by the TOO Entities in connection with the termination of any Dedicated TNK Employee who has accepted an offer for employment pursuant to Section 3.4 hereof or the process of offering such Dedicated TNK Employee employment with TNK and the implementation of such offer.
Talent Management. We directly employ approximately 26,100 full-time employees, and hire additional temporary employees on an as-needed basis. Of our full-time employees, approximately 52% are female. Our success depends in large part upon our ability to attract, retain, train, manage and motivate skilled managers and employees at our properties. Our strategy is to be the employer of choice by ensuring a thriving workforce built on integrity and opportunity and to support our employees’ personal, professional and financial well-being. We strive to enhance our culture by creating a safe environment that consists of an inclusive and diverse workforce where all employees are treated fairly and equally and can excel in the performance of their duties. Some examples of key programs and initiatives we have implemented to attract, develop and retain our diverse workforce include: • Competitive pay; • Healthcare: medical/prescription, dental, vision, life and accidental death and disability insurance options at no premium cost; group healthcare insurance; and other support for both physical and mental health, such as a free Employee Assistance Program for employees and their household; • Provident Fund Scheme: all eligible employees are able to participate, which include monthly contributions from the employer during the employees’ terms of service and voluntary contribution at the employees’ choice; • Diversity, Equity and Inclusion Program: through well-established policies, procedures, hiring practices and support systems, we promote diversity, equity and inclusion and integrate these values into our company; • Secure a worry-free future for elderly employees: all eligible elderly employees are able to participate in the Golden Age Program, which allow them to reduce work hours in a transition period before full retirement. When the program is completed, employees will enjoy a financial subsidy and lifetime benefits as our gratitude to their contribution to the Company; • On-site provision of meals, clinic services, leisure facilities (e.g. KTV) for employees; • Training and development: through Sands China Academy, we provide professional development opportunities for our employees with various courses, learning tools, coaching and mentoring to help employees fulfill their potential, as well as provide tuition reimbursement; and • Proactively work with the Health Bureau to provide group vaccination sessions in the property for employees and their families. Our employees are not ...
Talent Management. Goal: The percentage of teachers who are effective in classroom management and standards-based instruction will increase from 2021-22 to 2024-25. 2022-23 Baseline 2023-24 Interim Target Benchmark 2024-25 End Target Outcome % of teachers scoring effective on Xxxxxxxxx Xxxxxxxxx’x Evaluation Domain 2 11/24 = 46% 13/24 = 54% 15/24 = 62% % of teachers scoring effective on Xxxxxxxxx Xxxxxxxxx’x Evaluation Domain 3 11/24 = 46% 13/24 = 54% 15/24 = 62% MTSS/Whole Child Goal: By 2024-25, Hope Academy will create a positive learning environment whereby students are engaged in the classroom and school life in general so that student attendance increases by 10 percentage points for two consecutive years and decreases the number of students receiving tier 2 and 3 support. 2021-22 Baseline 2022-23 Current/Anti cipated 2023-24 Interim Target Benchmark 2024-25 End Target Outcome Increase the % of students consistently attending school by 10 percentage points each year 16% 26% 36% Decrease the number N/A 131/388 = 118/388 = 97/388 = 25% of students receiving 34% 30% tiers 2 & 3 support Appendix D Public School Academies This Appendix applies if the school named in the Partnership Agreement is a public school academy as defined in MCL 380.5(7).
Talent Management. Recruit, develop, and retain top-tier talent. - Provide mentorship and guidance to the executive team, fostering leadership development throughout the organization.
Talent Management
