The Impact Of Self Employment On Labour Productivity Growth Electronic Resource A Canada And United States Comparison

Important questions exist about differences & similarities in the training patterns of the self-employed. At one level are basic questions about participation in work-related training. At another level are questions about the types of training undertaken by the self-employed. This paper examines these questions by drawing on the Survey of Self-Employment conducted in April 2000. The Survey provides current & much-needed data on the self-employed population in Canada. The introduction reviews existing research on training & skill development in Canada & other countries to provide general context for the analysis that follows. The paper then uses cross-tabulations to examine four key issues: general training patterns, participation in formal training, type & duration of informal training, and the perceived usefulness & advantages of formal & informal training.

Is being self employed really economically attractive? Or is it chosen due to circumstances? This report focuses on two types of self-employed workers in Canada: those with and without paid help. These groups are analyzed in terms of their demographic make-up, labour characteristics, industries, and occupations. It casts new light on the common perception of the self employed as an advantaged group.

When it comes to evaluating a firm, leadership matters. We know that financial outcomes can predict about 50 percent of a firm's market value. Intangibles like strategy, brand, talent, R&D, innovation, risk, and so on account for the rest. But leadership underlies them all. And despite how important we know it is, we've been forced to rely on subjective and unreliable ways to measure its impact—until now. In this landmark book, leadership scholar, author, and consultant Dave Ulrich proposes a “leadership capital index”—a Moody's or Standard and Poor's rating for leadership. Drawing on research from investors and business leaders, and synthesizing the work of dozens of consulting firms and leadership experts, Ulrich analyzes two broad domains, each comprising five factors. The individual domain includes personal qualities, strategic prowess, execution proficiency, interpersonal skills, and fit between the leader's style and the organization's market promises. The organizational domain encompasses a leader's ability to create customer-focused cultures, manage talent, demand accountability, use information to gain competitive advantage, and set up work processes to deal with change. Ulrich details rigorous metrics and methods for evaluating leaders on each of these factors. The result is a groundbreaking book that will be of vital interest not only to equity and debt investors but also to boards of directors, executive teams, human resource and leadership development professionals, government and ratings agencies—and of course to leaders themselves.