Sentences with phrase «in higher employee»

Whatever strategy is used to understand employee silence, the end result should be a culture which encourages the free flow of information and feedback resulting in higher employee engagement and organizational effectiveness.

Although none of our employees are currently represented by a labor union, it is common throughout the automobile industry generally for many employees at automobile companies to belong to a union, which can result in higher employee costs and increased risk of work stoppages.

This «short - termism» results in high employee turnover, low morale, limited work - life balance, and client dissatisfaction.

Turbulent financial markets don't just affect client work, they can also result in high employee turnover.

Expert marketing, such as the Marketing of Boston Corporate Relocation, and selling assistance results in the highest employee satisfaction.

Not exact matches

And then (perhaps more commonly) there are more complex cases, in which lack of business skill (say, at providing high - quality service) results in a desire by some employees to engage in compensatory wrongdoing, and that wrongdoing is made easier by ongoing incompetent accounting.

While compensation and benefits matter to workers, research from Gallup shows that zeroing in on a mission is linked to higher employee engagement, better retention rates and increased productivity.

Companies often make candidates jump through hoops in order to avoid high employee turnover, which can wind up being a costly affair.

But, according to Maxfield and Hale, many top employees set non-negotiable check - ins every week to refocus and align their to - do lists with their high - level priorities.

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.

Not so at RFRK, which has increased both its employee retention (in the high - turnover food - service industry, no less) and its rep as an employer of choice (the firm recently got 350 applications for an admin position) by making its people feel something very powerful: that their work matters.

More than two in five employees expect a pay raise in the next 12 months, a nearly 2 - year high.

First, the encouraging news: A record 86 % of U.S. employees say they are satisfied in their current jobs, the highest percentage since 2004, reports the Society for Human Resource Management.

We strive to maintain a high - energy environment in which employees are empowered and rewarded.

Meanwhile, Berkshire Hathaway has fewer, higher - paid employees and much of Buffett's wealth is in equity, keeping the ratio low.

If you're in a higher position in the company hierarchy, it's possible to convey a demand or assign a task that must be carried out by your employee, but true influence suggests a free will component.

And there were knock - on benefits in the form of improved health and safety performance, higher rates of employee retention and internal promotion of employees, improved productivity, reduced mistakes and waste, and improved customer service and satisfaction.

Finding employees you can trust is high on the agenda of any business, and it is becoming an increasingly important factor in IT security regimes.

Like all hedge funds, Bridgewater seeks out entry - level employees with a high - level business education, but it is also an outlier in the way it both finds and attracts nontraditional candidates.

Reverse mentoring puts higher - ups in closer touch with younger employees and produces better results than top - down initiatives

Make sure the health providers are high quality and have expertise in health management in order to best serve your employees.

Normally, a firm with several years of experience should have more expert employees, who can help in generating high quality and effective outputs with minimum time.Once again thank you so much for this post.

The outside firm can often cost less than the salary and benefits of a full - time employee and, at the same time, you may be getting a higher level of advice from a CPA or a tax accountant, the latter of whom usually is a licensed CPA and a lawyer specializing in tax law.

In 2008, Express Scripts paid $ 9.3 million to settle a suit by New York and 28 other states that claimed it deceptively inflated costs for state employees, in part by secretly switching to higher - cost drugs, and that it allegedly pocketed millions in manufacturer rebateIn 2008, Express Scripts paid $ 9.3 million to settle a suit by New York and 28 other states that claimed it deceptively inflated costs for state employees, in part by secretly switching to higher - cost drugs, and that it allegedly pocketed millions in manufacturer rebatein part by secretly switching to higher - cost drugs, and that it allegedly pocketed millions in manufacturer rebatein manufacturer rebates.

The Center for the Promotion of Health in the New England Workplace says that one - third of workers report high levels of stress resulting in higher healthcare costs, periods of employee disability, absenteeism, higher turnover, and lower productivity on the job.

«This is the highest reading since 2007 and suggests that employers will continue to face wage pressure in order to attract and keep good employees.»

Bear in mind also that most people don't have an entrepreneurial mindset, and you may be more comfortable with higher levels of risk than the salaried employees you may know.

The employees with the highest productivity ratings, in fact, don't even work eight - hour days.

For all the campus's high - tech trappings, most of its toilets are essentially just holes in the floor, and each bathroom includes a bucket where employees dump their tea leaves.

The irony of spending years in high school and college before getting a job is that what employers want most isn't any specific (or even highly specialized) body of knowledge; they want employees who can learn on the job.

Indeed, the stakes are very high in the world of small business when it comes to employee recruitment and management.

When I conduct leadership development programs, I teach the leaders in the program about the importance of coaching and developing each of their employees in order for them to reach their highest potential.

High turnover is common in financial services, and while the bank's wide variety of products, and preponderance of business units offering them, give employees plenty of opportunity to move up (or sideways) instead of out, the company has learned not to leave loyalty to fate.

You could give your best employees «golden handcuffs» by paying above market rates and providing incentives for them to be the highest paid employees in their field.

With these benefits in place, among others — including surprise Apple Watches for employees and quarterly bonuses based on profits — Squaremouth has maintained a high level of customer service and has grown to more than $ 17 million in annual sales in 2016.

Some of those limitations are already quite high; certain industries can have as many as 500 employees or revenue reaching $ 35.5 million (making them small businesses only in a political sense).

That is key, given that the firm is located in a high - cost area and because it has many young employees who need cash — not speculative equity stakes — to meet their living expenses.

In addition to implementing profit sharing plans and encouraging stock ownership, Walton would set high goals for even his low level employees, encouraging competition at all levels to keep score on the progress of each individual.

Before this starts to sound like the annual lecture from management — perhaps you're one of those corporate employees forced to sleepwalk through an intranet quiz once in a while to prove to your higher - ups that you're familiar with the company's code of conduct — consider DeMars's argument for the value of the ethical office from a personal standpoint: «In order to live happily and at peace with ourselves, we have to live in ways that are congruent with our morals,» she arguein a while to prove to your higher - ups that you're familiar with the company's code of conduct — consider DeMars's argument for the value of the ethical office from a personal standpoint: «In order to live happily and at peace with ourselves, we have to live in ways that are congruent with our morals,» she argueIn order to live happily and at peace with ourselves, we have to live in ways that are congruent with our morals,» she arguein ways that are congruent with our morals,» she argues.

It often results in quick turnaround of employees, a poisoned office environment, and high stress.

That's one - third at a time when more and more companies demand and value data literacy in their employees — and 76 % of employees report they are working with a higher volume of data today compared to three years ago.

The investment office in Montreal was a high - pressure environment that churned through workers, according to interviews with 10 former employees (most of whom requested anonymity) and three previously unreported employee lawsuits, one of which is ongoing.

According to Glassdoor, however, Facebook seems to really have taken the cake when it comes to pampering its employees to the fullest — ultimately encouraging people to stay as long as possible in the high - turnover tech industry.

The falafel is lightly fried using our «Perfect Fryer» which is designed for use in restaurants without an exhaust hood, and our high quality chicken and steak come precooked from professionals and are prepared for service in steamers, allowing franchisees and employees with minimal to no restaurant experience to run each location with confidence.

Would you like to work in a field where average salaries are in the six figures, the potential for raises and promotions is high, demand for employees far outstrips supply, and you can easily start your own business?

Zimmer explained that when motivating employees of Lyft to work hard against Uber — which has six times the funding of Lyft, and is the highest - valued private startup in the world — he focuses on the company's «humanity:» the fact that it values person - to - person interaction.

«Keep your expectations high and let your employees know you have every confidence in their ability to meet, and exceed them,» says author Frances Cole Jones.

«In general, corporate America may not have a high reputation when it comes to taking care of their employees.»

«The board is deeply committed to ensuring the safety and wellbeing of all of the company's employees and to operating with the highest ethical standards,» it said in the statement.

Every day, most often in the lonely skies high above the Nevada desert, Draken employees help train U.S. military pilots in aerial combat — «simulating everything that should happen,» Isaacman says, «short of shooting each other.»