Sentences with phrase «at each employee as»

First, you must begin looking at each employee as a profit center, if you're not already.

The CEO of BigTime looks at employees as «billable» to maximize their productivity and value in their work.

Not exact matches

Howard Rowen, a financial adviser at Bank of America in Los Angeles, told the Times that Snap's employees should think of this moment as a «once - in - a-lifetime» opportunity.

Managers say it will be more difficult to manage and train Gen Z employees than older generations, since they are not as savvy at social interaction, according to a national survey by APPrise Mobile.

At first, Amazon Go was open only as a beta test to employees.

Liquidation sales at some of the affected stores will start as soon as Thursday, according to Toys R Us store employees reached by phone on Monday.

While employees from enterprise companies (defined as companies with 500 or more employees) like Salesforce and Dell have held memberships at the co-working spaces in the past, WeWork started making a concerted effort to tailor its spaces to these types of workers about a year ago.

When they were breathing well - ventilated air, with roughly the same low CO2 content as in a «green» building, the employees were 172 percent better at applying knowledge to a problem, and 97 percent more effective at responding to a crisis.

The building plans will make it easier for your employees to stay safe in case of another terrorist attack in Boston, such as the bombing at the Boston Marathon.

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.

Not so at RFRK, which has increased both its employee retention (in the high - turnover food - service industry, no less) and its rep as an employer of choice (the firm recently got 350 applications for an admin position) by making its people feel something very powerful: that their work matters.

A Snap employee told the Times that the company was looking at ways to educate employees on financial management before the IPO, such as bringing in professors from Stanford to talk about how employees» lives can change after working for a company that goes public.

By avoiding the task of employing extra staff members or handling operations such as payroll and web development, employees at a company will also be able to free up more time to focus on delivering their goods to their customers and carrying out the tasks that they were employed for in the first place.

«I don't think you can answer that question [of employee vs. contractor] looking at the drivers as a whole,» Seiner said.

Specifically, Defendants made false and / or misleading statements and / or failed to disclose that: (i) BRF employees paid bribes to regulators and politicians to subvert inspections in order to conceal unsanitary practices at the Company's meatpacking plants; (ii) the foregoing conduct, when it came to light, would foreseeably subject the Company and its officers to heightened regulatory enforcement and / or prosecution; and (iii) as a result of the foregoing, BRF's public statements were materially false and misleading at all relevant times.

«The work that they've done designing and executing on their engine is really impressive,» says Jory Bell, partner at Playground, which had former SpaceX employees study Relativity's architecture before deciding to invest in its Series A. «And every technical decision they've made is optimized not only to serve their initial market, but to scale up as well.»

It's the great intangible, that pot of gold at the end of the rainbow for a business owner: How do you get your employees to care about their work as much as you do?

That includes his Avant co-founders Paul Zhang, 28, and John Sun, 30, both of whom started out as college interns at Enova, then transitioned into full - time employees, before striking out on their own to start Debteye, a personal financial management software company in 2011.

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

But there's more at stake here: If the company does adopt more rigorous background checks, which could include fingerprinting, drivers seeking classification as employees could try to use the move as evidence they are indeed employees and not private contractors, says one labor attorney.

At first, Thompson remembers, businesses would «frogmarch» employees out of the office, with not so much as a chance for goodbyes.

Most contracts don't explicitly discourage talking politics, but there are often clauses that state that, as company ambassadors, employees must behave in accordance with the principles, the values and the mission of the organization at all times.

Some employees opt out at first, as they don't want to lose the immediate income, but as their salary increases or they start to get older, many realize the importance of having a pension and decide to opt back in.

Once employees are hired at RFRK, they go through a comprehensive onboarding process in which they meet with the owners as a group for up to an hour to learn more about the company's inception — a story that involves two fed - up parents on a mission to give kids healthier food options.

You need to take your smartphone policy as seriously as any other policy; otherwise, employees will violate it and put your company at risk.

Encouragement and appreciation can also prompt employees to give you their best work, as evidenced by a study conducted at the Wharton School of the University of Pennsylvania.

As it becomes easier — or at least more common — for members of the workforce to be self - employed or start their own businesses, you as a corporate manager have to come up with creative ways to keep your employees on payroll and be engageAs it becomes easier — or at least more common — for members of the workforce to be self - employed or start their own businesses, you as a corporate manager have to come up with creative ways to keep your employees on payroll and be engageas a corporate manager have to come up with creative ways to keep your employees on payroll and be engaged.

The investigation followed a report by Reveal on Sunday alleging that Tesla under - counted and mis - labeled employee injuries at its electric vehicle factory in Fremont, California, as well as a paint shop fire that occurred there in early April.

But as Goldberg points out, keeping your old corded phone can be problematic as employees become more mobile — and therefore harder to reach at the office.

Bunch said that he believes a fully functioning Holacracy will make Zappos employees happier and the company more innovative, but he's looking at it as a long - term project.

Workplace literacy and essential skills (WLES) strategies can range from as simple as a company supporting an employee's voluntary skills upgrading at a local literacy centre to more sophisticated efforts, such as a custom - made WLES program delivered in - house by staff educators.

For example, Warren Buffett makes just twice as much as the median employee at Berkshire Hathaway, while CEO of toymaker Mattel has the highest ratio so far at nearly 5,000:1.

And they rarely have employees assigning scores as low as, well, 2 — while also predicting that, in six months time, they expect to be even less satisfied at work.

The lifelong employee reinvented himself as an entrepreneur after being laid off at the mature age of 66.

Current employees asked not to be identified by name to protect their standing at Zappos, as did those who took the severance package, to uphold their nondisclosure agreements.

Mt. Gox subsequently shot from obscurity to dominate global trade in bitcoin, but as early as 2012 employees at the Tokyo - based exchange challenged Karpeles on issues such as whether client money was being used to cover costs.

As a result, many companies are turning to virtual employees, found through sites like Upwork and similar services, to manage administrative tasks at a more sensible rate.

Consider a reddish palette in areas where employees spend only limited time — such as hallways, bathrooms, or even the kitchen — where employees are not working, adds Leslie Harrington, executive director at the Color Association, a color consulting firm in New York.

Hired as the firm's 36th employee, he now oversees an operation with 2,300 employees at its head office and central distribution centre, and $ 5.8 billion in annual sales.

Nor does it do much for employee morale: As Stanford organizational behaviour professor Robert Sutton wrote in his 2007 bestseller, The No Asshole Rule, brutish managers «infuriate, demean and damage their peers, superiors, underlings and, at times, clients and customers, too.»

While the International Mobility Program will certainly help a few American companies to «park» their foreign employees in Canada during this tumultuous time, it's the broader policy changes that will tangibly impact the tech community at home, as well as foreigners seeking a safe and stimulating place to innovate.

And at her party, 100 - plus employees gathered for chips and heartfelt speeches from both Gimbel and Fandino, who choked up as she said, «I had no idea, two years ago, that working here would be so awesome!»

In 1985, this provision was extended to state and local employees as well at the employee's option.

This belief is held by other companies, as well: The Container Store is known for giving its new employees 300 hours of paid training in their first year at the company.

In the ROWE environment I worked in there were no vacation days or holidays either, because at least in theory an employee could take 5 vacation days a week, every week, so long as he or she could get the work done in the remaining time.

Human resources departments at large companies including Google, Genentech and LinkedIn have bought subscriptions to Headspace in bulk as a perk for their employees.

Casares and four other Xapo employees (each of whom previously worked at Lemon) are named as defendants.

At work, the link between an employee's day - to - day work and the success of the business can be less obvious but employees must understand the importance of their contribution to the success of their department and company as a whole.

In business, we have a terrible tradition going back at least as far as Frederick Taylor (yes, the «Taylorism» Taylor) that jobs are things done by employees, but designed by their so - called superiors.

Second, with Slack being a relatively small company at around 370 employees, data on diversity at the company is bound to be volatile as the company grows.