WORKFORCE MOBILITY Sample Clauses
WORKFORCE MOBILITY. Application of this division is conditional upon the Superior Court’s granting the motion for the suspension, as filed by the Fédération des travailleurs et travailleuses du Québec (FTQ- Construction), of the decision rendered on August 9, 2019 and corrected on August 16, 2019 by administrative judge ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ in case file No. CM-2017-1326 of the Administrative Labour Tribunal, to be presented for adjudication on July 15, 2021 in case file No. ▇▇▇-▇▇-▇▇▇▇▇▇-▇▇▇ of the Court. If, however, the Superior Court rejects the motion for a suspension, the text will be conserved pending the outcome of the action taken to invalidate the decision of the Administrative Labour Tribunal, all in reference to the letter of understanding in Schedule “O”.
WORKFORCE MOBILITY. 47.1 Where requested by State Water, Field Officers will undertake activities at work- sites other than their normal place of work to improve:
(a) workforce utilisation, flexibility and capability;
(b) teamwork;
(c) multiskilling and personal development.
WORKFORCE MOBILITY. Training and qualifications appear to be a significant barrier to moving between jobs in the children's workforce and into the workforce from other, possibly similar, occupations. In most cases jobs require a specific qualification, although some do accept relevant related qualifications. Therefore an increase in opportunities does not mean increased opportunities for all. This is compounded by the plethora of qualifications and awarding bodies, professional institutes and registration bodies operating in the sector, leading to confusion and a lack of clarity about the value and relevance of qualifications and registration. The need for an integrated qualifications framework (IQF) was identified and is in the process of being developed with the children’s workforce network. Career progression appears to be easier for those with higher level qualifications. Larger settings are able to offer more progression opportunities than smaller establishments. However, in both these instances, progression is offered vertically, but rarely horizontally to alternative jobs. In many of the occupations covered by this research private sector employers train staff who subsequently move to the public sector where wages are usually higher. This occurs when the pay structure and the opportunities to progress in the private sector provide fewer incentives to stay. For some the path to progression is from the private sector to agencies to the public sector. However there are exceptions to this general trend as for example ▇▇▇▇▇▇ carers are currently moving from the public to the private sector.
WORKFORCE MOBILITY. 4.1. NI has an extremely ‘self-contained’ workforce: 99% of the workers interviewed in a recent survey on workforce mobility had their permanent residence in NI and 92% of them were originally from NI, higher in each case than for any other nation / region in the survey. Only 3% were in temporary accommodation (7% UK / ROI). 92% had spent most or all of their construction career in NI, compared with 76% for the UK / ROI workforce as a whole (41).
4.2. Only 4% of the entire UK / ROI workforce comprised workers whose permanent address was in Northern Ireland, but who were working in another nation / region (overall 18% of the sample were working in a nation / region other than the one they had their permanent address in) (41).
4.3. The average (mean) distance travelled to work by NI construction workers was 20 miles each way, compared to a UK / ROI average of 24 (41).
4.4. Construction workers in NI were more likely than average to have only worked on one or two types of construction project (67% compared with 53% on average). Understandably this varied with length of experience, with 63% of those with up to two years’ experience having only worked on one type of project, falling to 41% of those with more experience (41).
4.5. Three in five (61%) workers aged under 60 said they would definitely still be working in construction in five years’ time, much higher than the UK / ROI average (44%). Only one in twenty (5%) think it unlikely they will still be doing so. This indicates that NI does better than the rest of the UK / ROI in terms of retaining workers (41).
4.6. The NI workforce do not have as much desire to change the type of work they do (7% v 14% UK / ROI) but for those that do, this is a big motivator for undertaking further training / qualifications (41).