Sentences with phrase «employees are satisfied with themselves»

These employees are satisfied with themselves as - is, so they're willing to put in the hours, but not the energy.

Nonetheless, most employees are satisfied with their benefits: Nearly one - half of employees indicate they are very or extremely satisfied with their benefits; another 36 percent say they are somewhat satisfied.

A recent survey of more than 1,000 U.S. employees by 15Five showed a mere 15 percent of employees are satisfied with the quality of workplace communication.

And if you're not sure if employees are satisfied with their managers, ask them.

While the Society for Human Resource Management's 2014 Employee Job Satisfaction and Engagement Survey found 81 percent of employees are satisfied with their jobs, there's always room for improvement.

After polling its full - time employees, SurveyMonkey found that although the employees were satisfied with their own benefits, they felt the company wasn't doing enough for contractors in the building.

It needn't be that way, especially if one of the customer's employees is satisfied with your work.

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.

Your HR team should be fully trained in conflict resolution, with the ability to work one - on - one with feuding employees to ensure everyone is satisfied.

And we're more - effective leaders with more - satisfied employees and more - profitable companies,» writes researcher and author Tasha Eurich on the site.

With satisfied customers and happy employees, I hope to be able to relax someday!

But what happens when professional relationships go sour, like when you fire a problem employee or you're no longer satisfied with a vendor's work, and you don't want to be associated with them on LinkedIn any more?

That was when Razzaque realized that satisfied customers, employees and vendors with a strong affinity to a brand will happily disseminate content among their social peers — if it is handed to them in a convenient, shareable way.

In the Aflac survey, employees who were offered voluntary benefits were 19 percent more likely to be satisfied with their jobs and 14 percent less likely to look for a new job in the next year.

In addition, more than 76 percent of engaged employees surveyed by Quantum Workplace this year said they were satisfied with the health and wellbeing benefits their employer provided, compared with less than 49 percent of hostile employees.

Engagement decreased when employees said they were less satisfied with the benefits provided by their employers.

«How many of you,» I asked an audience of about 300 entrepreneurs, «are satisfied with the way you find and recruit employees?»

«95 percent of employees reported that compensation / pay was important to their job satisfaction, but only 65 percent were satisfied with their compensation.»

Reviews include employees» opinions on some of the best reasons to work for their employer, any downsides, advice to management, and whether they'd recommend their employer to a friend, as well as ratings on how satisfied they are with their employer overall, their CEO, and key workplace attributes like career opportunities, compensation and benefits, culture, and values.

According to one survey by Plantronics, workers who have those options are 12 percent more satisfied with their positions and 40 percent more likely to be innovative employees.

A 2016 Society for Human Resource Management survey found that just 37 percent of employees are very satisfied with their job.

Schwartz and Porath say there is a «straight dose effect» when an employee's core needs are met, meaning «the cumulative positive impact rises with each additional need that gets satisfied.»

Two - thirds of employees with access to free food say they're very happy at their current jobs, and workers who have strong relationships with their colleagues feel 50 percent more satisfied than those who don't.

Sixty percent of employees with high access to flexibility are highly satisfied with their jobs, compared with 44 percent of those with moderate access and only 22 percent of those with low access.

Just 70 percent of employees said they were satisfied with their relationships with their supervisor (a 5 percent drop from 2012).

Last year, 73 percent of some 600 U.S. employees surveyed were satisfied with their co-worker relationships (6 percent less than in 2012), according to the Society for Human Resource Management's «Employee Job Satisfaction and Engagement» report.

In a PayScale survey of 71,000 employees, 82 percent reported that they were satisfied with their jobs, even if they were paid lower than average, if their employers clearly communicated why they offer smaller paychecks.

Instilling motivation isn't easy, but it's necessary if you want your employees to grow and stay satisfied with their jobs.

CBS News spokeswoman Christa Robinson said in a statement that Licht's actions were «within the scope of CBS policy at the time» and that the «employee in question was satisfied with the result.»

Employees who are extremely or very satisfied with their benefits are more likely to say they are extremely / very satisfied with their job.

The vast majority of full - time employees want more honesty and transparency at work, but only 15 % of are very satisfied with the quality of workplace communication.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

- Only 15 % of employees are «very satisfied» with the quality of communication within their companies.

SNI Technology's reputation in technical staffing placement is built upon their commitment in getting to know each professional's unique talents and career goals; thereby, allowing them to better match each professional with a company whose distinct culture and skill requirements ensure that both employee and client are satisfied.

Empathy includes everything from how employees perceive you to whether customers are satisfied with your products or services.

I appreciate this legal reasoning might not be very satisfying, particularly in light of your hypothetical, and while I personally disagree with the effect being a religious business owner may indirectly impose their beliefs upon their employees, I nonetheless see the decision as a correct application of the law (i.e. RFRA) as written.

Since their own services have to do with the functioning of the Government, a strike of public employees manifests nothing less than an intent on their part to prevent or obstruct the operations of Government until their demands are satisfied.

With attacks on employee rights, union strikes, public sector pay, green industry and foreign aid and praise for Thatcher's right to buy, this is all becoming a satisfying event for right - wing Tory backbenchers.

And while customers may report that they are satisfied with an experience with a very friendly employee and that the experience might prompt them to return to the store, there's little evidence linking such experiences and intentions to an uptick in sales.

It always is very valuable to talk frankly to one or more current employees, and to ask about their views on the local positive and negative features; after that, you then must ask yourself, «Do I want to be like this current worker, and will I be personally satisfied with this working situation?».

A study in the journal HortScience found that employees who worked in an office with plants were more satisfied with their jobs — and their co-workers and bosses — than those whose spaces were less green.

Less than 5 % of managers» time is spent in formal or informal discussions about work issues with the individuals they are managing, with just half of employees satisfied with the amount of contact time with their manager.

That is an enormous amount of money, and most employees are not satisfied with their sales training.

It pays to ensure your training helps create engaged employees because research shows engaged employees are more satisfied with their jobs.

Since their own services have to do with the functioning of the Government, a strike of public employees manifests nothing less than an intent on their part to prevent or obstruct the operations of Government until their demands are satisfied.

We were very satisfied with the professionalism displayed by Lawrence Smith, as well as that of the GM, and other employees.

Here is what I would suggest: Before approaching any employee, try to pinpoint exactly what the problem is (You were promised one rate and charged another / A bellman was rude to your wife / Someone must've thought you were finished with the pizza box you left on the floor of the bathroom and threw away the last cold slice), and then, if possible, what solution would make you feel satisfied (Having the rate adjusted to reflect the original booking / Being assured that the issue will be investigated and the bellman will be spoken to / A pizza slice on the floor?

Employees can also talk with customers buying food or bedding and ask if they are completely satisfied with the brand they have been buying, or if they have any questions, complaints or wishes about it.

All too often, pet store employees assume that if a customer is coming in for yet another bag of kitty litter, they don't need help; but asking a pet owner if they've been satisfied with the product they are using can begin a conversation and create an opening for an employee to address any issues the customer may be having.

63 percent of employees in pet - friendly workplaces indicated they are «very satisfied» with their work environment — and this is nearly twice as many as those in workplaces where pets are not allowed