Sentences with phrase «employees at good companies»

In deciding what's stepping over the line, my guess is employees at good companies are guided by these types of questions:

I think the questions outlined that are the focus of good employees at good companies are spot on.

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.

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.

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

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.

If you're having trouble, one good way to get information for a job analysis is to talk to employees and supervisors at other companies that have similar positions.

While the International Mobility Program will certainly help a few American companies to «park» their foreign employees in Canada during this tumultuous time, it's the broader policy changes that will tangibly impact the tech community at home, as well as foreigners seeking a safe and stimulating place to innovate.

This belief is held by other companies, as well: The Container Store is known for giving its new employees 300 hours of paid training in their first year at the company.

«But also we've found the hiring process is much better if you've got recruiters embedded within the company and they're much more proficient in telling potential employees about some of the benefits and the way the company works and really playing up the positive aspects rather than just saying, «OK, here's a list of five companies that are hiring at the moment; we're happy to make intros to you.»»

One group looked at the effect of sleep loss on productivity at four American companies and found employees who weren't sleeping well or enough to be roughly twice as likely to report difficulties with time management, decision - making and motivation.

If all the employees at a company aren't sleeping well, their office might have something to do with it.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

In the first week Feld's plan keeps the usual onboarding essentials in place (though hopefully better run than the shambles facing new employees at many companies) but adds an immersion in front - line customer care in weeks two and three.

«In start - up companies, it's all about «who do I trust» and sometimes nepotism will come in,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suit.

While there's nothing wrong with enjoying the thrill that comes along with running a company that is performing at its very best and generating lots of sales, as a leader, it's important not to forget exactly who is making those numbers go through the roof — your employees.

Just as it's unsafe to drive so fast at night that you «overdrive your headlights,» a young company can outrun and outgrow its own energy and enthusiasm, among not just its customers, but its best employees as well.

If you think about the best employees at your company, what qualities do they have?

While some companies balk at the idea of their employees surfing the internet during business hours, social media could help them do their jobs better.

Existing tax laws around equity - based compensation can even drive a company's employees to let their options go, and miss out on the future windfall when that start - up goes public or is acquired at a good price.

Julie Yap, a Sacramento - based partner at Seyfarth Shaw, which represents employers, said she advises companies to emphasize their policies against harassment by non-employees as well as employees, to encourage reporting of incidents, and to require robust training.

If all goes well, and the company later goes public at a significant multiple of the option price, the average employee can reap a huge payoff.

For those employees best able to calculate the odds, the place to be in the options sweepstakes is at a company in its «pre-initial-public-offering phase.»

This year's study surveyed more than 240 human resource professionals from large employers (3,000 + employees) at the close of 2016 to identify the most notable trends companies are employing to improve the health and well - being of their employees.

At the same time, being outspoken about your company's social causes or charity work, as examples, can not only bolster your public image overall but help your company get and keep the best employees.

What do Warren Buffett, Amazon's late CFO, and employee perks at the Best Companies to Work For have in common?

In stark contrast to the popular image of the constantly job - hunting Millennial, 85 % of Millennial front - line employees and 89 % of Millennial managers at the Best Workplaces said they intend to stay with their companies for a long time.

«We view pay and promotion parity as signals of the overall health of our company as well as a means of ensuring equity for all employees,» the companies chief diversity and inclusion officer at the time, Danielle Brown, said in the report.

After a slow and grudging response to the initial revelations, Cameron finally published six years of personal tax returns at the weekend, and for good measure Monday promised new legislation to make companies criminally liable if they fail to stop their employees laundering money on clients» behalf.

Genentech 100 Best Companies rank: 11 At Genentech all exempt employees and hourly workers who put in at least 20 hours per week are eligible for the company's Long Term Incentive program and receive the grants as part of their overall compensation packagAt Genentech all exempt employees and hourly workers who put in at least 20 hours per week are eligible for the company's Long Term Incentive program and receive the grants as part of their overall compensation packagat least 20 hours per week are eligible for the company's Long Term Incentive program and receive the grants as part of their overall compensation package.

As a result, Zak says that «Employees in high - trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low - trust companies.»

Some 86 % of employees at the leading businesses agree that «promotions go to those who best deserve them,» compared to about three - quarters of employees at peer companies.

Jan. 30, 2014: About 950 full - time employees are laid off at Best Buy and Future Shop stores across Canada as the company thins out management and combines some of its sales departments.

Unfortunately, those well - paid employees were also the most effective at making sales, and the company quickly lost market share to rivals such as Best Buy that had better - trained employees.

Ante Glavas, an associate professor with a specialization in organizational behaviour at Kedge Business School in Marseille, France, says employees of companies that promote social responsibility tend to feel more connected to their work: «They are more engaged, because instead of leaving values at the door when they leave home, they can feel like they are doing something good that aligns with who they are as a person.»

When employees are able to see at any time how they, as well as their teammates and company overall, are progressing, engagement and productivity increases.

He says long - time employees at well - established companies like AT&T «already have two to three tiers of skills because they've learned the structure and culture of the institution.»

(«We are proud of our corporate culture and the good work that our employees do every day, bringing families across the country together over delicious, home - cooked meals,» the company told BuzzFeed at that time.)

Alim Erginoglu, an employee engagement consultant at Towers Watson, makes a great point: «Successful companies connect with their Millennials not only during working hours but outside of work as well.

Employees at the Mayo Clinic, a nonprofit medical practice and medical research center, appreciate the company's «extremely professional work environment,» as well as its «state - of - the - art facilities.»

Today, consumers drive adoption, purchasing cutting - edge technology on their own dime for their own use, forcing their companies to react to the reality that their employees often have better technology at their disposal at home than they do at work.

In early 2012, Best Buy founder Richard Schulze resigned from the company amidst his role in turning a blind eye at a company scandal involving a top executive's shady «personal conduct» (i.e. an affair) with a certain 29 - year - old female employee.

The APA survey mentioned earlier found that 91 percent of workers at companies with well - being programs have a positive relationship with supervisors, and 93 percent of employees reported positive relationships with coworkers.

People seek out the company as an employer, because they are the best at what they do and when you're an employee, you are surrounded by people like you.

Best Buy Co. said Monday it has ended its program that allowed corporate employees to control their schedules and how often they showed up at the company's Richfield headquarters.

If the billable time of current full - time employees is at or above 85 percent and the profit margins are at least 50 percent, those are good indicators that the company is ready to add another full - time employee.

All U.S. employees working an average of 20 hours per week at any company - operated store — including Teavana, La Boulange, Evolution Fresh and Seattle's Best Coffee stores — are eligible to choose from more than 40 undergraduate degree programs at ASU, and they will earn full tuition reimbursement for each semester of full - time coursework completed.

Trust had a major impact on employee loyalty as well: Compared with employees at low - trust companies, 50 % more of those working at high - trust organizations planned to stay with their employer over the next year, and 88 % more said they would recommend their company to family and friends as a place to work.

Tony understands the power of the DISC personality assessment as a valuable tool for bettering your self - understanding, so much so that he asks his own employees to use it when they're hired at his company.

To come up with its lists, Fortune conducted anonymous surveys of more than 398,000 employees at companies on the magazine's list of «100 Best Companies to Work Focompanies on the magazine's list of «100 Best Companies to Work FoCompanies to Work For.»