Sentences with phrase «good for employees»

While good for employees, such low jobless rates present challenges to employers who must staff their businesses.

While I think the service they chose will be very good for some employees, many will wish they had something more technology - driven, cutting - edge, and flexible — like CareerHMO.

It's not just good for the employees and their families; it's good business.

It's good for your employees and your budget.

It's good for our country and it's good for our employees in Canada.

Employees have both a stake and a voice in the success of their company and how it is run, encouraging engagement and innovation which is good for the business and good for employees.

The company got its start as a floral packaging manufacturer and now offers a range of high - quality pouches, bags, sleeves and rigid containers — all with a focus on environmentally responsible manufacturing practices that are good for employees, customers and the community.

See Rodgers, Loren, «Are ESOPs Good for Employees?»

In summary, what is good for the employees can also be good for business.»

There are an enlightened few, however, that not only accept workplace dating but also see that permitting it is good for employees and, by extension, good for employers.

And it's good for employees as well, highlighting areas of unfair inequality.

«Since last June, we've worked diligently to try and reach agreements that would be good for our employees, good for our customers and make the wireline business more successful now and in the future.»

Rather than robbing jobs, increased growth overseas actually helps companies domestically, which is good for both employees and investors.

«It's an investment that's good for our employees, good for the Puget Sound community, and makes good sense for our shareholders,» Microsoft president Brad Smith said in a statement.

As technology advances and businesses become more globalized, creating a truly diverse organizational culture that incorporates basic human principles and fosters diversity of ideas and perspectives is not just good for employees, Webster argues.

«These high rates of turnover are, of course, mostly good for employees, who are seeing many more opportunities and better pay,» she adds.

Geoff first tried to organize by skill set but quickly realized that having A, B, and C teams was not good for employee morale — it would ultimately lead to teams that could only handle certain projects or teams that felt they weren't good enough.

Regardless of what is best for your company, remember to always be thinking about what is best for your employees.

Guinness» benefits were beyond that of what large tech companies are providing today, simply because Stephen was selfless and wanted the best for his employees and their families.

On a recent trip to upstate New York, Read discovered a new quick - lube technology that's better for employees and the environment.

Doing what's right and best for your employees requires finding your way through a labyrinth of fees.

But the group didn't know which of Blue Cross's alphabet soup of plans — HMO, PPO, and so on — was best for the employees.

«We are going to do the thing that is simplest and best for our employees.»

Obviously, lower crime rates are better for the employees you'll have working in the area, the safety of your business, and for the eventual value of the property.

Authenticity in the workplace is not only better for employee wellbeing, it also engenders more creativity and engagement.

Think about what's going to be best for your employees.

So we'll cut these things that are better for employees,» said Case.

It's simpler for the employer and obviously it's better for the employee as well.

Focus on what's best for your employees.

There is a glimmer of hope from most labour lawyers that these new systems will work out better for both employees and employers caught up in the process.

A change that's good for the employee and the environment would be awfully hard to be resistant to.

Their employer is out of pocket 1,600 a year plus admin expenses as well for an employee with presumably fairly similar productivity, so total hit to the employee will likely in the range of 3,000 per year once employers adjust wages to reflect their higher expenses.

Speak to a local Trusted Choice agent to find out what's best for your employees.

In the end, it's going to come down to having the right goals set for the tools and convincing companies that they have the data to figure out the best practices, as well as what's best for employees.

As a new hire, you're in a position to offer invaluable feedback about how the company is perceived, how well it does at integrating new team members, and how it can do better for both employees and customers.

The best managers and leaders, however, will want the best for their employees and will understand that you need to do what's best for you.

Promotional opportunities are generally best for employees who are willing or able to change employment sector or job location.

Employers always want the best for the employees.

Promotional opportunities are generally best for employees who are willing or able to change job location, to specialise in one area such as marketing, sales or human resources, or to move into related areas of employment.

Not exact matches

It would be really good for me to look into getting some made for my employees to use.

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.

For our annual ranking of the Best Workplaces in Retail, Fortune partner Great Place to Work crunched the numbers and surveyed thousands of employees to bring you this list of the retail workplaces that employees love.

The dismantling of those types of employee - focused programs for the sake of costs is usually not a good long - term sign.

Simplifying the challenge of managing a growing workforce is better for the company and appreciated by employees.

Any employee with some level of inbox frustration and a little bit of initiative — that would be just about everyone — is looking for something better.

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.

Expectations for their effort to provide their employees with better health care options are even high enough that stocks of other health care companies fell on the news Amazon and friends were entering the fray.

González Franch has run AI alongside CEO Tomas Bello Garza for almost 30 years, and by their own admission the broader well - being of their 4,000 employees wasn't something they'd spent a lot of time thinking about.

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.

With over 20 years industry experience, Bimalis responsible for making sure the world learns about the benefits of Celayix's solutions that include: advanced employee scheduling, time and attendance, employee communication as well as integration modules for payroll and billing.