Sentences with phrase «companies at the employee»

We also talk about it all the time with our portfolio companies at the employee and board level.

We also talk about it all the time with our portfolio companies at the employee and board level.

Not exact matches

Traditionally, it's been a monopoly provider: the only way that data got into the company, and the only way employees could get that information at their desks.

The study included over 200 employees at a variety of companies, and had participants self - report their performance on a daily basis.

A shooter opened fire on YouTube employees at the company's headquarters on Tuesday.

Not only does it give employees more accessibility by having important information with them at all times, but it allows companies to cut on costs that would otherwise accrue.

The company's facilities also host many remote teams in small quasi-offices, or even single remote employees at individual desks.

What's the likelihood of something like that happening at a company with 10,000 employees?

Company - issued smartphones are less prone to hacking or other cyber attacks because they are used only for work and at work; employees won't be transferring files from personal devices that may not be secure.

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.

That's only if the company has at least one full - time employee eligible for a premium assistance tax credit or cost - sharing reduction created by the legislation - and analysts say that eligibility isn't an easy thing to judge, meaning all larger employers could face the responsibility come tax - time.

The companies surveyed all had at least 20 employees, while the margin of error for the sample was plus or minus 3.54 percentage points, with a 95 % confidence level.

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.

Legere likes nothing more than to travel around the country and visit that gold mine, at the stores and call centers where most of the company's 51,000 U.S. employees work.

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.

Speaking to Windward employees at the company's headquarters, Lord Browne said:

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.

Details of 401 (k) offered: Lowe's explains on its website that employees are eligible to enroll in a 401 (k) plan where the company will match the first 3 percent you save each pay period at 100 percent.

Details of 401 (k) offered: According to Wells Fargo's website, the company will match contributions that are up to 6 percent of an employee's pay if they have been with the company for at least one year.

While making these improvements does not guarantee a workplace utopia, keeping your employees at the center of your office decisions will keep your company on track for success.

And starting in 2008, the majority of U.S. workers, for the first time, worked at companies with 500 or more employees.

The Company had more than 8,100 restaurants and more than 450,000 employees in over 1,200 cities at the end of March 2018.

White and partners bought back the company at a fraction of the investment cost, but had to scale back from 60 employees to 3.

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.

A look at how the enormous telecommunications company is chasing the future without leaving its employees behind.

That report comes from payroll company ADP, which counted 62,000 new jobs at its customers with up to 49 employees.

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.

Graham Davis, marketing director at Collage.com, a custom photo gifts company in Detroit, has seen the benefits of involving employees in the interview process.

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?

Small companies can offer prospective employees important advantages they won't find at a larger organization.

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.

Many people agree that giving employees an ownership stake, especially at a startup, is a surefire way to motivate them to bring their very best to the company.

Employees who have been at the company for a year, they can be selected to earn up to $ 25,000 per academic year for a nursing degree, associate degree, undergraduate degree, graduate degree, or any job - related degree.

And at small companies, where every single employee needs to pull their weight to move the business along, it can feel like nailing Jell - O to a wall and then trying to balance a cat on it.

Every employer at some point has hired an employee who simply wasn't a good fit for the company.

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.

Fully 29 percent of adult workers at companies with fewer than 25 employees were uninsured in 2007.

«In connection with our transactions with Time Warner Cable and Bright House Networks last year, we reaffirmed this resolve, stating that we expected to hire 20,000 new employees at Charter, many in customer service,» the company said in a statement on March 24.

Expanding CPP with an optional add - on to the point where many employees wouldn't need a corporate pension at all would allow companies to reduce benefits without leaving their workers in the lurch.

Playing the hand I was dealt, I began with the vanilla employee survey used by my company at the time.

Gilbert talked about his «- ISMs,» sayings that he drilled into every new employee at all his companies.

Upon arriving at the company's UK headquarters in Newbury in 2009, Laurence did away with executive offices, desks, and land lines, instead equipping employees with laptops, tablets, and WiFi.

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.

Looking back on my experience in customer service, I realize that the job is uniquely suited for giving new employees knowledge and skills that will enable them to succeed at their company.

Although it's tough to estimate precisely how many Googlers were recruited to work at Twitter, and the company did not respond to multiple requests for comment for this article, some LinkedIn searching and sorting reveals it's pretty clear that those rumors aren't completely unfounded: there are about 250 current employees at Twitter that have previously worked at Google, a healthy percentage of the company's estimated 1,500 employees.

After working at the company for at least 90 days, T - Mobile offers up to $ 5,250 annually to full - time employees and $ 2,500 to part - time employees for tuition.

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

But research suggests everyone — employee, company, the culture at large — would be be better off if more of us took a real mid-day break.

Chief executives at S&P 500 companies make about 127 times what their median employee takes home, according to new data taken from about half of S&P 500 companies.

Lemonade currently stands at 36 employees — a surprisingly low number for a company that expects to reach so many customers by the end of the year.