Sentences with phrase «company employee needs»

Not exact matches

Each state has different requirements, but if your company accepts orders, has a physical presence or employees in a given state, you will likely need to file with that state.

There is no one perfect answer, it simply takes you viewing your company and the needs of the company and employees and making the best decision possible for both.

The company's nearly a dozen employees help people sell their cars on consignment by conducting test drives, handling paperwork, offering financing and providing a one - stop location for any other car - selling needs.

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.

For a company with employees all over the globe, communicating onscreen is a critical need.

When PJ Wallin needed to hire an employee for his growing financial planning company, Atlas Financial, he looked no further than his fellow coworker, Darla Keefer.

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.

Business owners need to be transparent and open with colleagues about where they want to take the company and how employees will play an important role.

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.

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

Employees do need to have confidence in the company's long - term outlook for this to work.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

When one employee's poor judgment can become a global sensation, companies need a plan to fire bad apples

You need to consider what your employees are saying and doing that might reflect on the company.

Usually, this comes with remote access so that your entire company can access what it needs, when it needs it — regardless of where any individual employee happens to be.

I would assume that if companies wanted to help increase revenue or sales, employees would need to be continually coached or taught.

Dig Deeper: Choosing the Limited Liability Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thanCompany as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thancompany with employees may need to consider making the switch to an S corp sooner rather than later.

«Companies need new hires to be productive and, at a small company especially, every employee counts.»

Your company benefits because you and your employees could learn how to adopt practices with a number of advantages (such as decreased stress or fewer people needing to take sick days).

The top thing companies need to focus on now, says Salkeld, is keeping their employees on the job.

An ESG may be a way for the company to tap a larger pool of candidates for leadership roles, to empower members of disadvantaged groups, to engage employees, and to gain a better understanding of customers» needs and wants while developing better relationships with stakeholders in general.

Managers and owners should know what critical data needs to be protected, where the data resides within the company, and restrict access to only those employees who have need of the data and have also received training in data and information security.

Employees need to constantly ask questions about their job, projects, and the company they are working for in order to thrive.

However, the best ideas are the ones that arise in response to a real situation, problem, or challenge, and for that you need employees who are constantly thinking of new ways to improve the company.

Officevibe captured data on 10 essential metrics for companies need to keep in mind when trying to improve employee engagement.

She says she understands the need for employees to get a decent wage, but estimates that an across - the - board increase of that size would cost the company about $ 40,000 annually.

Your employees need to be skilled, experienced, passionate, and motivated, and above all, they need to fit with your company values.

It's critical to make sure each employee fulfills the right role needed for your company's overall success.

Employees not only need to know what the company values and represents, but what is expected of them and how they can succeed.

The larger a company becomes, the more that culture has to reinvent itself to accommodate more employees and the need for management.

A third guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure, guide, and develop employees whose talents and desires are compatible with the operating needs and future goals of the company.

The small business owner who clearly communicates personal expectations and company goals, provides adequate compensation, offers meaningful opportunities for career advancement, anticipates work force training and developmental needs, and provides meaningful feedback to his or her employees is far more likely to be successful than the owner who is neglectful in any of these areas.

So companies need to make employee engagement part of their formal review process.

Every workplace will have a certain amount of gossiping, but if one of your employees enjoys reporting bad news about you, others in your company, or even the competition, that's destructive behavior and you need to do something about it.

The companies they were considering financing could find the technical employees that they needed to make their products, and the management talent that they needed to grow their companies.

Small businesses also need to match the talents of prospective employees with the company's needs.

A resume lists skills, but it's much harder to tell whether that employee will work with the passion and commitment the company needs.

Linda Blaser, a contract recruiter for Exchange Applications, an IT company in Boston, has set up a referral program that gives employees more money for more valuable referrals: $ 3,000 for most positions and $ 5,000 for «hot jobs» that Blaser needs to fill with particular urgency.

If you tell your employees to «think like an owner,» then you need to consistently align equity with their contribution to the success of the company.

When I founded Zipcar we were very community focused, we had lot of parties where we provided the transportation and they provided the potluck picnics or the destination, and whenever I needed cars or parking locations or new employees or surveys of what cars to buy, I went to my customers, all the time they were front and center and part of building that company.

Roger Chevalier, a California — based management consultant, says most of the companies he works with combine sick with personal days, trusting the employees will use the time when they need it.

Dig Deeper: 10 principles to evaluate a company's values How to Write a Code of Ethics for Business: Putting Someone in Charge Even if senior management and employees embrace a code of ethics, someone needs to be put in charge of applying and updating it.

To prevent any employee departure from ever going viral on social media, clarify the company standards in initial contracts, including whether personal Twitter accounts need a disclaimer and who has the authority to speak on behalf of the company online about specific issues.

Already, companies that use Slack have employees that spend about 20 percent of their time looking for information or looking for someone who has the information they need.

The «stakeholder model» is the idea that management balances the needs and desires of shareholders, as well as employees, customers, suppliers, and the communities where a company does business.

As the recovery effort picks up its pace and the needs are identified, the financial institution will allocate the rest of this amount plus employee pledges and what the company matches against those pledges.

The organization continuously trains employees to ensure they have the skills the company needs to succeed in an ever - changing world.

In this edition of the CB Elevator Pitch, editor - in - chief James Cowan suggests companies need to take a hard look at the number of meetings employees are having — or being forced to attend.

Barak Eilam, a first - time CEO who leads $ 1.3 billion company NICE, explained it this way: «When you manage a company of six thousand employees you need to understand that in order to shift this large boat five degrees to the right, you need to invest a lot of energy and power, and sometimes overshoot and then correct to the left.»