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If recruiters can successfully hire a top salesperson from a competitor, they can also encourage peers to reevaluate their choices, sparking a chain reaction among reps that can provide a steady talent pipeline for months. When allocating resources toward recruitment, concentrate on recruiting the best-of-the-best with the intention of further motivating other top performers to switch to a new organization. Contact Sales. Get Recruited. Use Third Party Recruiters Recruiters offer companies a healthy distance from the hiring process.

Ask for Referrals Referrals are another way to add subtlety to the recruitment process. Differentiate Your Company To benefit from a competitive advantage in the labor market and successfully recruit reps from rival companies, hiring stakeholders need to be prepared to outmatch their competitors.

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Develop and Maintain a Strong Employer Brand Ninety seven percent of sales professionals read online reviews about a company before they accept a job offer. Offer Market Leading Compensation Top-performing salespeople know how much revenue they bring to a company, and they want to be compensated for their experience. Minimize Legal Liability Before recruiters and other hiring stakeholders start interviewing a candidate, they benefit from asking if a salesperson is bound by a non-compete clause.

Embrace the Domino Effect According to a survey from Glassdoor , 68 percent of salespeople plan on searching for a new job in the next year, and 45 percent plan on looking for another position in the next three months. Related posts. About Latest Posts. Toggle navigation Once Bitten. Book file PDF easily for everyone and every device. This Book have some digital formats such us :paperbook, ebook, kindle, epub, fb2 and another formats. Intel - Wikipedia.

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    Table of contents. Cite Share. Cited by. Text Bibliography Annexes Notes Author s. Full text. The labor market in Vietnam: the context 9 This section presents the general trends in the labour market in normal time and analyses the extent of the impact of the international crisis in and The flexibility of the labor market in Vietnam 10 There was no increase in global unemployment rates with a structurally low level of 2. Global characteristics of the informal sector compared to other institutional sectors 16 Given the weight of the informal sector in terms of employment in Vietnam, the objective is to further investigate its characteristics.

    The data from the LFS provide some stylized facts Table 4 : The informal sector is characterized by low level of education and low incomes; precarious labor conditions; vulnerability of informal household businesses, which operate almost without capital and mostly without professional premises. Figure 1- Job satisfaction levels by institutional sector in Vietnam, Zoom in Original png, 41k.

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    Zoom in Original jpeg, k. Notes 1 See Cling et coll. This is equivalent to eigenvalue-greater-than-one criterion for PCA Guttman, ; Kaiser, , 8 Actually, any axis contributing more than 0. Author s Le Thi Thuy Linh. Mireille Razafindrakoto. Read Open Access. Freemium Recommend to your library for acquisition. Nanterre: Presses universitaires de Paris Nanterre, generated 08 juillet ISBN: DOI: Linh, L. Exploring the heterogeneity of informal household businesses in Vietnam: from macro dynamics to micro characteristics and functioning.

    In Cosio Zavala, M. Nanterre: Presses universitaires de Paris Nanterre. Linh, Le Thi Thuy, et al.. Cosio Zavala, Maria E, et al.. Nanterre: Presses universitaires de Paris Nanterre, New edition [online]. Cosio Zavala, M.

    Associated Data

    Cosio Zavala, Maria E, et al. Your e-mail has be sent. Size: small x px Medium x px Large x px. Catalogue Author s Publishers Selections Excerpts. Public sector.

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    Foreign enterprise. Domestic enterprise. Formal HB. Informal sector. Institutional sector.

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    Active population. Average monthly income 1 VND. Total number of responses. Distinct kept words. The difficulty faced. Access to land. Characteristic categories. Cluster 2. Total size. Characteristics of HB. Branch of activity. Informality of HBs. Accounting method. Professional accounting. No accounts. Type of premise. Unstable premise. Professional premise. Has wage earners or not. Total size of HB. More than 6 persons.

    Quintile of monthly turnover of HB. First quintile. Fifth quintile. Quintile of monthly value-added of HB. Quintile of monthly equipment costs of HB. Main customer of HB. Public or para-public sector.

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    Main supplier of HB. Age of HBs. Less than 3 years. More than 15 years.

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    Gender of HB heads. Age of HB head.

    Less than 40 years old. More than 55 years old. Educational level of HB head. Primary school.