Sentences with phrase «do as an employee»

Were you doing it as an employee?

Additionally, there will be no salary increases, enrollment in health coverage may not be done as both an employee and dependant, and no new overall expenses will be accrued.

Add all of these expenses up and you're going to need to earn quite a bit more as a freelancer than you did as an employee.

I have seen situations where Academics can be rather bloody minded about what they think they have a right to do as employees of an institution with the resources of that institution.

Let's say that a hospital contracts with Acme Computers to handle their computers, and Acme then hires John Doe as an employee to work with the hospital's computers, computers which deal with personally identifying information.

It makes the hiring manager look at you and think, «If this candidate will work this hard and show this much commitment to the company before we've even hired him, what will he do as an employee?»

Companies mostly have no way of keeping great candidates engaged in what they are doing as an employee culture (if they have a culture to speak of at all).

Not exact matches

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.

In reality, employees don't always see the HR department as an ally.

In its complaint, the FTC alleged Uber did not, as it claimed, monitor employee access to customer and driver data.

From your first day to every day after, it seems as if all the employees care about who you are, what you do, and if they can assist in making things easier or better for you.

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.

While the board clearly has a duty to protect its employees from legitimately harmful treatment — for instance the rule bars any statements or behaviour that is threatening or violent — the rule also restricts actions it deems «annoying,» and occupants have interpreted the board's wide - ranging ban on complaints as sending a message to them: don't bother us, we're not interested.

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

He also said the any family member who did legitimate work for the company would be unaffected, as would companies that use their profits to invest in equipment, research and additional employees.

If you're giving your employees recliners, cocoa, blankets and pajamas, they're just as likely to fall asleep as they are to get their work done.

«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?

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.

If your run a McDonald's, and an employee is engaging in a day of protest, make sure they're not out wearing their McDonald's uniform while they do it, regardless of whether or not you as a manager support the cause personally.

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.

Because you don't see your outsourced employees in the break room every day, it's easy to view them as an email address.

Keep tabs on your employees and celebrate their personal milestones — doing so not only makes them feel like they're a part of your corporate family, it also involves your other employees as part of a bigger collective.

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.

«The process forces employees to reflect and to jot out a forward - looking plan for getting stuff done, all while requiring a minimal disruption in the employee's actual work,» writes Chen, who adds that as employees can compose their Snippets on their own schedule, the practice is maker friendly, i.e., it doesn't break up long blocks on concentrated work.

Start saying «thank you» as often as you can for all the little things your employees do.

Those elevators don't stop on every floor, which necessitates further gathering spaces as employees disembark before heading one or two more floors up or down.

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.

As a leader, if you want your employees to be as effective as possible, you need to do more than just give them orderAs a leader, if you want your employees to be as effective as possible, you need to do more than just give them orderas effective as possible, you need to do more than just give them orderas possible, you need to do more than just give them orders.

Many of those companies have promised to do better, but change is slow, as shown in the diversity reports that a number of tech firms now regularly publish that detail the demographic makeup of their employees.

Psychologists call this feeling of freedom to do your job as you see fit «autonomy» and have found in studies that not only does autonomy make employees happy, it also makes them more productive.

These assumptions are wrong, and it's time we pay as much attention to the mental health of organizational leaders as we do their employees — if not more.

If you must increase how much work your talented employees are doing, you'd better increase their status as well.

An employee's profile page includes badges for reaching milestones such as service anniversaries, a certain number of recognitions sent or received, or for doing things such as putting an item from the store on a wish list.

Priest put his company philosophy in place «as soon as I was hiring a full - time employee because I was hiring her from a much bigger company and her question was, «what do you stand for,» so she challenged me.»

«Lights go out, the first thing those employees do is get out of those clothes as fast as they can.

Not according to Plasticity co-founder and chief marketing officer Jennifer Moss, who says that while it's true that some employees don't like the company's platform, many benefit from it in ways that aren't as attention - grabbing as the smile - bomb surprise that Plasticity suggests trying: covering a co-worker's desk in sticky note messages about how great they are.

WLES underpins other, more complex skills, so if you organize formal or informal higher levels of training — such as quality - assurance systems or computer use — you could be missing out on the full value of those programs if your employees don't have foundational literacy and numeracy skills.

Hourly employees do not have the same flexibility as exempt employees.

As for Starbucks employees, these are people in low - wage jobs who don't need the extra hassle — or worse — that might come from being required to engage strangers on touchy topics.

It's also a good choice for people who care about the company they support, as Tom's of Maine funnels much of its profits to charities and encourages employees to spend a percentage of their working hours doing volunteer activities.

«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.

Experienced entrepreneurs seem to have the same advice about employees who aren't doing what's best for your company: get rid of them as soon as possible.

Nordstrom empowers their employees to do whatever it takes to please the customer, as long as they use their best judgment to decide on a plan of action.

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.

Employees will see these habits as lip service with no real value if they don't see leadership by example.

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.»

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.