Sentences with phrase «employee performance results»

While it doesn't have its own payroll module, it can effectively communicate employee performance results to your existing payroll system.

Not exact matches

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 a reward provides employees with a sense of recognition and self - worth, it's equally important to ensure that the rewards are only given during performance months, and as a result of hard work and success, to continue driving overall company growth.»

The software also offers a variety of analytics that allow users to track performance and results at the business and employee level.

United rejected the criticism, saying Munoz was «focused on getting out on the front line to enhance the customer and employee experience at United, and the results are evident in our improved operational and financial performance.»

The resulting drops in performance cost those businesses an average of US$ 1,967 a year per employee (US$ 3,556 for those with frequent insomnia), and US$ 54 million at the four companies combined.

There is strong evidence that these results may be due to the positive impact that a more heart - centered leadership approach has on employee performance.

As a result, they do this once a year in the form of employee performance reviews, or, at worst, they avoid the process entirely.

Recognized organizations have achieved outstanding results among their Canadian counterparts for engaging employees, demonstrating effective leadership, building a performance culture and leveraging the strength of their employer brand.

As with any company, especially one of over 33,000 employees, performance reviews also occasionally result in employee departures.

During those regular gatherings to discuss individual employee performance and goals, vary the setting, format and agenda for better results.

Taylor is also changing the compensation system to take into account employees» local unit and country performance as well as global results.

The office also has a leaderboard that tracks individual results (two employees used it recently to see who could drink the most water in a week), and each month, staff receive a scorecard — part of a regular assessment of work performance — that assigns them a mark out of five for health accountability.

Known as Results Only Work Environment (ROWE), the company evaluated employees solely on performance versus time worked and office attendance.

Overall, the Total Rewards Program aims to foster a high - performance culture at all levels and to provide an opportunity for employees to earn significant rewards if HP achieves strong financial results.

Overall, the Total Rewards Program aims to foster a high - performance culture at all levels and to provide an opportunity for employees to earn significant rewards when HP achieves strong financial results.

While the elements of the Total Rewards Program are intended to motivate and encourage employees at all levels of HP to drive performance, there is a different emphasis on certain elements of the Total Rewards Program based on an employee's position and ability to impact HP's financial results.

In the third quarter of 2009, we completed performance reviews for our employees and executive officers, and in some cases as a result of these reviews, executive officers received additional stock option grants.

To measure our success in these areas, we track meaningful metrics such as employee engagement and satisfaction (i.e., employee volunteering, employee giving and results of the Organizational Health Index survey), total employees receiving performance reviews, average hours of training, turnover rates and rate of return from leave.

As disclosed in our Consolidated Financial Statements for the fiscal year ended October 31, 2010, HP matching contributions under both the HP 401 (k) Plan and the EDS 401 (k) Plan in fiscal 2010 were on a quarterly, discretionary, performance - based match of up to a maximum of 4 % of eligible compensation for all U.S. employees to be determined each fiscal quarter based on business results.

The results show that overall, green buildings have statistically higher employee job satisfaction, higher employee engagement and organizational commitment, and higher management - assessed performance.

September 13, 2010 (Washington, DC)-- Results from the Employee Ownership Foundation's 19th Annual Economic Performance Survey of ESOP (employee stock ownership plan) companies that are members of The ESOP Association show that ESOPs are not immune to economic developments beyond their Employee Ownership Foundation's 19th Annual Economic Performance Survey of ESOP (employee stock ownership plan) companies that are members of The ESOP Association show that ESOPs are not immune to economic developments beyond their employee stock ownership plan) companies that are members of The ESOP Association show that ESOPs are not immune to economic developments beyond their control.

Domo's mission is to help all employees — from the CEO to the front - line worker — optimize business performance by connecting them in real time to the right data and people they need to improve business results.

The result was a spike in platform performance as employees were following the example set by leadership.

«In looking at past results, it's interesting to see performance numbers in a significant reverse of what was reported last year where so many U.S. corporations suffered financially,» said Employee Ownership Foundation President, J. Michael Keeling.

September 6, 2012 (Washington, DC)-- Results from the Employee Ownership Foundation's 21st Annual Economic Performance Survey of ESOP (employee stock ownership plan) companies that are members of The ESOP Association show that ESOPs saw an economic upturn over the paEmployee Ownership Foundation's 21st Annual Economic Performance Survey of ESOP (employee stock ownership plan) companies that are members of The ESOP Association show that ESOPs saw an economic upturn over the paemployee stock ownership plan) companies that are members of The ESOP Association show that ESOPs saw an economic upturn over the past year.

A 2010 literature survey in Psychology Today concluded that 87 % to 90 % of employees hate performance reviews because the feedback is not useful, the whole process is stressful, and they're left demotivated as a result.

In 2014 alone, more than 1,000 employees were promoted as a result of their high performance and value creation.

what they have to do is be professional about their line of work but they can simply view it as their work and if you do nt like their performance as employee of the brand, you can demand change and criticise but just being disappointed with the results do nt give the fans the right to insult on such a low level like some guys on here and in this kind of view insulting a man who worked 20 years absolutely professionally for a club is just downright wrong, i never said you shouldnt criticise him

The authors argue that the results of their work point to the long - term benefits of optimizing employee performance via flexibility offerings, despite potential short - term stigmatization.

Managers who had received fairness training explained to employees losing their jobs that the layoff was not a reflection of their performance but the result of the economic difficulties that the company was in, forcing it to lay off some of its staff.

Combining sensor data with employee surveys and performance results, he noticed that operators in tight - knit groups were happier and twice as efficient at making their calls than those in less socially cohesive groups.

14.5 Neither we nor our shareholders, directors, officers, employees or agents shall be liable whether jointly or severably to you or any third party for any indirect, special, incidental or consequential loss or damages of any kind, or any damages whatsoever resulting from loss of use, data or profits, arising out of or in connection with the use or performance of our website, the Service or any services or goods available through it or the Films.

This is what improves employee performance and drives better business results.

She understands the link between employee performance and business results.

Ensure that you can customize LMS reports and view data visualizations for key metrics, such as employee performance, assessment results, and participation rates.

Linking learning with the performance of the learner on an ongoing basis helps organizations understand the capabilities of the employees and can pro-actively help them get better results.

e-Learning is about driving business results by improving employee knowledge and performance.

It has flexible modules designed to create and manage CPD programs that help maintain, update and enhance employee knowledge, skills and performance to ensure that they deliver appropriate results.

As David Zinger, Employee Engagement Speaker put it «Employee engagement is the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationship, customers, development, energy, and happiness to leverage, sustain, and transform work into results.»

Training and learning now becomes trackable, allowing organizations to measure results, correlate productivity data with training data, and evaluate employee / learner performance, while learners can store their learning information.

Blueprint Learning Group creates engaging training courses that increase employee performance using measurable results.

Multiple studies have demonstrated that organizations that prioritize a performance - management system that supports employees» professional growth outperform organizations that do not.25 Similar to all professionals, teachers need feedback and opportunities to develop and refine their practices.26 As their expertise increases, excellent teachers want to take on additional responsibilities and assume leadership roles within their schools.27 Unfortunately, few educators currently receive these kinds of opportunities for professional learning and growth.28 For example, well - developed, sustained professional learning communities, or PLCs, can serve as powerful levers to improve teaching practice and increase student achievement.29 When implemented poorly, however, PLCs result in little to no positive change in school performance.30

These, in turn, will ultimately result to better performance, highly skilled employees, and better retention.

Employees would be eligible for year - end bonuses tied to a climate survey, student performance on achievement tests and the result of performance assessments completed by staff.

To give schools and districts access to the talent management data they need to effectively support the K - 12 mission, TalentEd's talent management solutions include prebuilt reporting templates that analyze applicant demographics, employee record summaries, performance evaluation results, absenteeism trends, substitute usage costs, and more.

(d) As an employer, when an employee has a verified positive, adulterated, or substituted test result, or has otherwise violated a DOT agency drug and alcohol regulation, you must not return the employee to the performance of safety - sensitive functions until or unless the employee successfully completes the return - to - duty process of Subpart O of this part.

(ii) Your means of ensuring that no information about the confirmed positive, adulterated, or substituted test result or the reason for the employee's temporary removal from performance of safety - sensitive functions becomes available, directly or indirectly, to anyone in your organization (or subsequently to another employer) other than the employee, the MRO and the DER;

(2) These proceedings also include a criminal or civil action resulting from an employee's performance of safety - sensitive duties, in which a court of competent jurisdiction determines that the drug or alcohol test information sought is relevant to the case and issues an order directing the employer to produce the information.

The employee must have a negative drug test result and / or an alcohol test with an alcohol concentration of less than 0.02 before resuming performance of safety - sensitive duties.