Sentences with phrase «business employees do»

According to the United States Government Accountability Office, between 51 and 71 percent of small business employees don't have access to a workplace retirement savings plan.

Not exact matches

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.

Sure, if you run a retail or service business, there's no way to chuck employee schedules, but if your team is doing office - based work, you might consider tossing your set hours and letting your people come and go as they please.

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.

But if you expand enough, you'll end up with employees, whether they're drivers or a bookkeeper or a scheduler or whatever peripheral duties need to be done to keep your business going.

Businesses with more than 50 employees that do not offer coverage will be taxed based on the size of their payrolls, but the cost will be significantly less than the cost of providing insurance benefits, and the tax is not set to go into effect until the 2014 fiscal year.

Of course, all of this is moot if you have a business that can afford to hire employees to do everything you don't particularly enjoy doing.

If you're a recent grad freelancing as a web designer, and you find out that you don't enjoy doing it, you don't have to go through the pain of laying off employees and closing a business.

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.

If a business fails to do so, it could face penalties of up to $ 2,000 per employee for every worker beyond the first 30.

However, once we started working together, it quickly became clear that his way of doing business was totally different in terms of employees, customers and money.

Depending on where you're located (for example, a medical transport business in downtown Boston where there are numerous large medical facilities opposed to a small town in southern Indiana) will dictate whether you can do this business yourself or need employees.

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?

Successful people don't see money solely as a personal reward; they see money as a way to grow a business, reward and develop employees, give back to the community... in short, not just to make their own lives better but to improve the lives of other people, too.

It can be a challenge to view a person who has always done a certain set of tasks or held one position in a different light, but you are doing your business a disservice not to create opportunities for advancement for your strongest employees.

«If I'm a small business, I'm going to stay at 49 employees so that I don't get into that next bracket,» Savic says.

Employees who would be capable of doing top - notch consulting work for small businesses are expensive.

If your business model revolves more around river tours and large bodies of water, the mighty kraken, complete with lots of morbid jokes about your service to the creature, ferrying tourists to feed its unending hunger for human flesh, may do a better job of making your employees feel like they are part of something greater.

«Ethical companies will continue to respect their workers» time on nights and weekends, and businesses where the managers don't will continue to find ways to communicate with their employees» after hours, Desandre says.

Whether you like it or not, your employees will increasingly use their own phones or tablets to access business data, so start to formulize what they can and can't do.

Two - thirds of respondents said Canadian businesses need to do more to make LGBT employees feel welcome, with 48 % believing their own employer needed to make an increased effort.

«Do as I say, not as I do,» does not work for small businesses owners.Having a small team makes it more difficult to withstand negative employee scrutinDo as I say, not as I do,» does not work for small businesses owners.Having a small team makes it more difficult to withstand negative employee scrutindo,» does not work for small businesses owners.Having a small team makes it more difficult to withstand negative employee scrutiny.

Instead, he focused on listening, since, in his words, «The employees know the business better than I do.»

Wave also lets users separate personal expenses from business expenses, a key feature for small companies where employees often use the same credit card to take clients out for lunch as they do for buying groceries.

Some business experts believe that employers who do not offer large benefits packages, significant vacation time, or paid time off should seriously consider offering comp time as a kind of perk for employees.

Although poaching does happen, Alan Middleton, professor of marketing at the Schulich School of Business at York University and former board chair of ABC Life Literacy Canada, says employees feel a greater commitment to workplaces that have invested in them.

This is an unusual approach; most businesses impose restrictions on their staff in terms of the types of problems employees can solve and the authority they have to do so.

But doing something exciting outside of work «to rebalance the boredom of 9 - to - 5» will only get you so far, said Maite Baron, chief executive officer at The Corporate Escape, a London - based career - transition consultancy that helps disillusioned employees become business owners, in an email.

But they did find some effective and even entertaining ways of teaching employees the basics of business.

If an employee's negative comments are disrupting meetings and undermining the work you're doing as a business leader, you'll have to tackle the issue both tactfully and directly.

And, think about it, if I'm a star employee or a superstar volunteer or business owner — whatever it is I'm so great at — if I get to socially share what real people said about me in a recommendation, what is that going to do to my bank account?

Done right, variable comp helps business owners keep fixed costs low and prod employees toward greater productivity.

The CFIB argues businesses should be able to make their own decisions as to whether a PRPP makes sense for their employees, and president Catherine Swift expects many of them to do so, if there are clear benefits.

I want the employees to care about the business as much as I do.»

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.

Whether the employee simply has a knack for always saying the worst possible thing or the behavior puts your business at risk for a sexual harassment claim, it's important to do something about the employee as soon as possible.

When was the last time you heard the sentiments of others — customers or employees — about how the business is doing?

Entrepreneurship is a mindset that has nothing to do with actually starting, owning, and running a real business with products, customers and employees.

Good employees may be hard to find, but one bad employee can do major damage to a growing business.

But great employees don't just do a job; they solve at least one critical business need.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

Although Fiasco Gelato has regular meetings, huddles and lunches with the intent of igniting collective creativity and innovation, Boettcher doesn't watch when his employees come and go, and has never denied a vacation request: «You don't track the time people spend thinking about how the business is going to get to the next level, so, why would I track their time off?»

Similarly, personal beliefs are the subject of numerous nascent state laws that would allow business owners to discriminate against customers or employees they don't approve of.

«In start - up companies, it's all about «who do I trust» and sometimes nepotism will come in,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suit.

With the rush of prepping for the end of the year, taking stock of goals, and managing the to - dos and emotions of the holiday season, the end of year can be a tough time for business owners and employees.

Take a page from what Google (at least possibly used to do) and let employees use a portion of their work week to focus on a side project that may help your business.

Startup founders wear lots of hats in the beginning, but as the business grows, you'll need to bring on employees with specialized talents and relinquish control over the tasks you hired them to do.

However, once you open a small development office with a few employees in California, your business will probably be considered to be doing business in California and you will have to file a Statement and Designation by Foreign Corporation form with California.

Employee satisfaction has everything to do with business success.

Many state labor departments also have listings on their websites for employers about laws they must abide by when doing business in the state and these can be helpful in determining what to include in an employee handbook.