Sentences with phrase «[name of employee»

These hires generally fail miserably, because the new person doesn't have the requisite energy and enthusiasm, isn't comfortable with the rest of the employees, starts off by criticizing the way the entrepreneurs runs the business, or is just way too focused on financial and compensation issues.

«What has upset business owners more than anything are the comparisons made between the income of small business owners and that of employees,» Dan Kelly, the federation's president, said in an op - ed published at the Huffington Post on Aug. 25.

Two - thirds of employees surveyed said their «company culture is ambivalent, discouraging, or sends mixed messages about time off,» a share that's virtually unchanged since 2014.

The next day, all of her employees quit because they didn't believe she could run the business and maybe didn't want to work for a woman.

He tells the story of an employee who, having summoned the tech to fix a balky printer, demanded the IT guy fix his glasses, too.

Just two percent of employees at Google and Yahoo were black.

Further, we believe it is important to be present in the lives of our employees.

Number of employees: 83,260 Industry vertical: Food / grocery Headquarters: Austin Number of locations: 539 Revenue: $ 15.7 B

For our annual ranking of the Best Workplaces in Retail, Fortune partner Great Place to Work crunched the numbers and surveyed thousands of employees to bring you this list of the retail workplaces that employees love.

Number of employees: 1,575 Industry vertical: Clothing Headquarters: Fairfax, Va..

The dismantling of those types of employee - focused programs for the sake of costs is usually not a good long - term sign.

Number of employees: 12,973 Industry vertical: Specialty Headquarters: Kent, Wash..

Number of employees: 51,619 Industry vertical: Clothing Headquarters: San Francisco Number of locations: 959 Revenue: $ 6.1 B

Well «designed» technology makes every job easier, from hundreds of employees who are managing operations, to the thousands of customers who are trying to purchase your goods.

We will continue working to ensure the well - being of our employees by promoting the values of respect and inclusion in the workplace,» Executive Chairman Bill Ford and President & CEO Mark Fields told Fortune in a statement.

Other passengers can be heard coming to the man's defense before one of the employees threatens to put them on the next flight.

The coup attempt failed within a day, and Erdogan was quick to use the opportunity to solidify his already increasingly authoritarian rule by implementing a three - month state of emergency, temporarily suspending the European Convention on Human Rights, and removing tens of thousands of employees from military and government positions.

If anything goes wrong, you can simply call in the IT crew instead of wasting your time and the time of your employees while trying to find the adequate solution to the problem.

The search took Sanghavi, Shah and two of their employees to China for the entire month of October.

The funds will help grow the El Salvador office from its current three employees to hundreds of employees, as well as expand into Medellin, Colombia.

Legere gives away personalized sneakers (right) at dozens of employee rallies each year.

The shift is reflected in Canada, where the total number of employees in the industry in 2012 rose 5 % to 16,500 over a year earlier, according to the Entertainment Software Association of Canada.

Angiotech and QLT hit multibillion - dollar market capitalizations, hired hundreds of employees and built flashy head offices — and then came undone.

He describes one of his employees, John, who is of Cape Verdean descent: «He was a drug dealer, and did some time for that.

, Schultz made a commitment to offer health insurance to eligible full - and part - time workers, including all domestic partners of employees.

Not every leader inspires the same level of employee loyalty.

Number of employees: 36,021 Industry vertical: Specialty Headquarters: New York City Number of locations: 2,537 Revenue: $ 7.8 B

Jeff Bezos is «proud» of this employee benefit A dream job that's all the rage across America 4 ways to get your ideas noticed by the C - suite

Managing a staff of employees — with their diverse personalities, responsibilities, ambitions and pet peeves — can sometimes feel a bit like nailing Jell - O to the wall.

«Our first priority is always the safety and well - being of our employees.

Details of 401 (k) offered: According to the company's website, Comcast offers automatic 401 (k) enrollment along with matching contributions up to 6 percent of an employee's eligible pay.

In May, the company laid off an unspecified number of employees, and has since moved some resources from hardware to the software division.

But as part of supporting the bill, Microsoft reviewed its own contracts and found that a «small segment of our employee population» had arbitration clauses in their agreements, he said.

One surefire way to quickly lose both the respect and trust of your employees is to outsource the solution to someone else or avoid responsibility by blaming others.

According to Metlife's annual employee benefits trend survey, 51 % of employees are extremely concerned about job security.

As the Internet and telecom bubbles burst, Global Crossing careened into bankruptcy, and Legere laid off thousands of employees.

After working with the company for a year, Accenture will then match contributions up to 6 percent of an employee's pay.

And that means many employers in Canada (and elsewhere) might find some of their employees absent for a day.

Management and supervisors can also force themselves to become more aware of their employees» habits and be on the lookout for things like stress or specific types of lifestyles that may force an employee to take more time off.

Number of employees: 1,423 Industry vertical: Clothing Headquarters: Ventura, Calif..

All of your employees who meet these criteria need to be entered into your pension scheme, under a system known as automatic enrollment.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

When Howard Schultz returned to Starbucks as CEO, he quickly realized the majority of his employees were no longer focused on providing customers with a positive experience.

The share of employees who failed to use all their vacation time was actually down one percentage point from 55 % in 2015.

«The safety and security of our Employees and Customers is our highest priority at all times,» the representative said.

There are countless ways for managers to shape the psychological environments of their employees.

The New York Times reported yesterday that, in October of last year, Uber altered its testing program by putting only one safety monitor in each autonomous car rather than two, over the safety concerns of some employees.

Only 36.12 % of employees using the program were male, with a decline in access for men 40 - 49 years of age.

«On average, a small portion of employees will rarely, if ever, be absent because of illness.

If you operate with the mindset of an employee — a person who is used to working for others and being paid by them — you will almost certainly fail.