Sentences with phrase «know company culture»

One advantage that you have right away is that you already know the company culture.

You have an advantage over external candidates because you already know the company culture.

Employee referrals provide better than average candidates because employees know your company culture and have an idea about what employees will work successfully in your organization.

Know the company culture.

More than anything, it helps the new employee feel comfortable with their new surroundings and get to know company culture.

Knowing the company culture on this matter will help make a decision on which path to take.

Not exact matches

Culture clashes are a well - known risk when companies merge, and Uber's culture sounds like it's particularly difficult to mergCulture clashes are a well - known risk when companies merge, and Uber's culture sounds like it's particularly difficult to mergculture sounds like it's particularly difficult to merge with.

As part of Glassdoor's 50 Most Common Interview Questions series, career strategist Mary Grace Gardner from The Young Professionista says that «knowing what excites you helps to assess whether or not you fit with the company's culture.»

But their reputation is still in need of repair, and as a firm known for consulting, its future reputation will be paramount to the company's success, Dirker said, and a change in corporate culture will be just as vital as regulatory compliance.

The New York — based Institute surveys more than 5,000 Canadians on for their opinions on well - known brand names, including companies» corporate citizenship, product quality, workplace culture and more.

Meddling in the wrong ways or too often can either produce a culture where people don't like to take actions because they know you'll eventually just step in anyways, or — equally badly — the company gets unfocused from the constant interventions.

Getting to know a co-worker isn't a bad way to while away your lunch hour, but according to FreshBooks the program has actually had a deeper impact on company culture and inter-team connection.

• Even if Uber's investors didn't know the gory details of the medical record heist or the Otto / Waymo trade secrets, they certainly had an idea of the company's toxic culture.

Because culture is not quantitative, it can be tough to know how strong your company culture is.

By the time Powell was elected CEO of General Mills in 2007, he really knew the company — the organization, its people, products, customers and culture.

When I work with companies, I often hear things like «takes initiative», «works well on a team», «great problem solver», «knows the business», «brings experience», or «fits with our culture.»

Mr. Johnson, a soft - spoken operator known for his focus on building Starbucks» mobile payments systems and on executing the company's global strategy, has been on a listening tour with employees over the last year to better appreciate the company's culture.

As an employer, if you want to keep an employee who is getting paid lower than the average, you either should have a great company culture or a well - known brand recognition.

Leaders must know when and how to build each into the company's culture and operations, shifting as the business grows and changes.

And the data demonstrates the payoff of a great workplace culture for everyone, no matter who they are or what they do for the company.

Until you know what's most important to your culture — say, a sense of open dialogue or supreme creativity — it's hard to ask specific questions around it, to see if the company is measuring up to that goal and how it can be stronger.»

«FedEx and IBM are well - known examples of companies where numerous early analytics successes produced a senior management culture where analytics was regularly used to inform important decisions,» Bell writes.

The company's seemingly ruthless business practices were well - known, but the brokenness of its internal culture came as more of a surprise.

«In my heart of hearts, I knew I really enjoyed building things, having a hands - on role in a company's culture and future,» Svenson said in a phone interview.

How easy it is for «It's - not - my - job syndrome» to rear its ugly head when nobody in the culture knows what the company values.

I know many companies that grow, are successful, and make a lot of money, but the managers don't like their staff, and they don't care about it or the culture.

When culture is something more than just nice words, the spirit infuses everyone in the company so that, as leader, you know whether a new person, idea, customer or change is right for your culture.

Don't be above creating an internal company culture manifesto, because if you don't know what your company values, the members of your team certainly won't.

When you bring in somebody new, they don't necessarily know the culture and won't know the company's best practices from the bottom up, and unfortunately that can sometimes spell dissatisfaction or outright failure.

That was the second section of this article, but the source of such problems may all come back to an opaque company culture where workers don't know what the company cares about.

«If your employees are engaged and care about the company and its culture, and feel like they know what's happening», says Fradin, «then they become an advocate for the company — recruiting other people, talking positively about it, writing a review on Glassdoor.

A company that knows how to make money AND gets its culture right is pretty much guaranteed to succeed.

That requires knowing your company's ethos and culture.

Every company, even the massive companies that are now known for having horrible cultures, began as start - ups with cultures that were often positive and passionate.

Before making a leap to a new company, figure out the workplace culture to know how best to have influence as a leader of change.

While Fudge knew many admired Unilever's purpose - driven corporate culture, she and her colleagues on the board were pleasantly surprised by how well it served the company when it became an activist target.

There's a 97 - second YouTube video called «Because Not Everybody is a Big Ass Fan» which, in many ways, captures everything you need to know about the company's culture.

When I started FlexJobs as a remote company, I knew from day one that it was going to be important to create an amazing company culture — even though we were not going to have a traditional office environment.

Founded: 2013 As most startups know, your first initial growth spurt can be challenging to company culture.

At Zappos, a company known for its fun culture, a core value is to «create fun and a little wierdness.»

«Hiring talent that doesn't align with your company culture creates personal conflict within the employee that will no doubt impact their work and those they work with,» says Brown.

No, because we are planning on continuing to run Zappos as a separate company with our own culture and core values.

Kalanick, who was known to perpetuate a win - at - all - cost culture at Uber, had become frustrated by the progress of the company's self - driving group, according to the sources.

Even if your company has a strong mission, a learning culture with smart people to learn from and lots of growth opportunities, it's very difficult to know what it's like to work there by reading your job listing and looking at your marketing website.

Kalanick, known for his stubborn, hard - charging attitude, has similarly been blamed for an aggressive, toxic culture that festered for years at Uber as the company pursued growth by almost any means.

Basing your business in this global industry cluster brings enormous advantages: Network effects, economies of scale, access to the world's best talent, deep pools of capital, a rich ecosystem of resources and know - how for both startups and mature companies, a nurturing entrepreneurial culture, infectious energy, and strong trust relationships that make the impossible possible.

Companies in execution suffer from a «fear of failure culture ``, (quite understandable since they were hired to execute a known job spec.)

After raising their round of seed capital, BitPay has chosen to establish their roots in Atlanta and build their company culture in a city known for innovation, but often overlooked by the Silicon Valley insiders.

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.

Several disgruntled former employees have expressed concerns about «groupthink» being ingrained in what is widely known as a hyper - liberal company culture value system where expressions of other views are not welcome and can lead to being ostracized or being shown the door.