Vertaling van "for hr management and organisational development within " (Nederlands → Frans) :

The P&O service is responsible for HR management and organisational development within the FAMHP.
The P&O service is responsible for HR management and organisational development within the FAMHP.

Preventieadviseurs en directie van transport-, bouw- en logistieke bedrijven Preventieadviseurs, arbeidsgeneesheren, onderhoudsmanagers, HR managers of andere vertegenwoordigers van bedrijven, preventieorganisaties, vertegenwoordigers van werkgevers- of werknemersorganisaties, gespecialiseerde pers Conseillers en prévention, médecins du travail, responsables de maintenance, représentants d’une entreprise ou d’une organisation de prévention, d’une organisation patronale ou syndicale, ou encore représentants de la
Preventieadviseurs, arbeidsgeneesheren, onderhoudsmanagers, HR managers of andere vertegenwoordigers van bedrijven, preventieorganisaties, vertegenwoordigers van werkgeversof werknemersorganisaties, gespecialiseerde pers Conseillers en prévention, médecins du travail, responsables de maintenance, représentants d’une entreprise ou d’une organisation de prévention, d’une organisation patronale ou syndicale, ou encore représentants de la presse spécialisée Preventieadviseurs, ergotherapeuten, kinesitherapeuten, opleidingsverantwoordelijken, leidinggevenden uit rust- en verzorgingstehuizen

Some focus points in 2007 Knowledge management The P&O service wants to stimulate knowledge management within the organisation.
Some focus points in 2007 Knowledge management The P&O service wants to stimulate knowledge management within the organisation.

Deze informatie, die ook voor diverse doeleinden gebruikt wordt door HR (Performance Management, Succession decisions of Development actions), helpt ons om een beter inzicht te krijgen in uw behoeften en om beter te begrijpen hoe we onze producten en diensten kunnen verbeteren.
Cette information, qui est également utilisée à différentes fins par HR (Performance Management, Succession décisions or Development actions) nous sera utile pour mieux comprendre vos besoins et mieux comprendre comment améliorer nos produits et nos services.

Key factor 3 Developing transversality within the organisation ●● Ensuring optimal coordination between the
Key factor 3 Developing transversality within the organisation ●● Ensuring optimal coordination between the

3 Definitie van H.S. White (1984) : " A special library supports and enhances the mission of the organisation in which it is housed" in " Managing the special library : strategies for success within the larger organization" van Herbert S.White, uitgegeven in 1984 te White Plains, New York , ISBN 0-86729-088-9, 152.
3 Définition de H.S. White (1984) : " A special library supports and enhances the mission of the organisation in which it is housed" dans " Managing the special library : strategies for success within the larger organization" de Herbert S. White, publié en 1984 à White Plains, New York, ISBN 0-86729-088-9, 152.

Definitie H.S. WHITE (1984): “A special library supports and enhances the mission of the organisation in which it is housed”, in “Managing the special library : strategies for success within the larger organization” van Herbert S. White.
Définition H.S. WHITE (1984) : “A special library supports and enhances the mission of the organization in which it is housed”, dans “Managing the special library : strategies for success within the large organization” de Herbert S. White.

Definitie H.S. White (1984): “A special library supports and enhances the mission of the organisation in which it is housed” in “Managing the special library: strategies for success within the larger organization” van Herbert S. White.
Définition H.S. White (1984): “A special library supports and enhances the mission of the organization in which it is housed” dans “Managing the special library: strategies for succes within the large organization” de Herbert S. White.

The Federal Agency for Medicines and Health Products faced numerous challenges in 2007: constructing a dynamic and efficient public service thanks to the newly acquired autonomy and transparent and professional management; developing into an institution with a national and international reputation; and becoming a learning organisation, capable of meeting people’s expectations with regard to public health.
The Federal Agency for Medicines and Health Products faced numerous challenges in 2007: constructing a dynamic and efficient public service thanks to the newly acquired autonomy and transparent and professional management; developing into an institution with a national and international reputation; and becoming a learning organisation, capable of meeting people’s expectations with regard to public health.