Sentences with phrase «measured their performance using»

The researchers measured performance using three tasks.

The purpose of this task was to measure performance using information theoretic metrics.

Furthermore, measuring performance using the full range of achievement provides additional and useful information for parents, practitioners, researchers, and policymakers for the purposes of decisionmaking and accountability, including more accurate information about the differences among schools.

Had Buster measured his performance using a time - weighted rate of return (TWRR), the figures for his TFSA and RRSP would have been identical, and they would have matched the returns of the MSCI index.

They ran 1,000 simulations of randomly selected growth and value stock portfolios and measured their performance using data from 1963 to 2013.

Work activities one should expect for this job are assessing athlete performance, finding strengths and weaknesses, communicating instructions, preparing athletes for competitions, motivating athletes, enforcing health and safety rules, monitoring and measuring performance using dedicated software, developing personalized training programs, and registering sports players at suitable competitions.

Not exact matches

The Company considers EBITDA to be an important measure used to evaluate operating performance, and the measure is frequently used by securities analysts, investors and other interested parties in the evaluation of companies in the industry, but this figure should not be considered in isolation.

This measure is used to assess each segment's business performance and as a tool in making business decisions.

The following measures are used by the Company's management to evaluate financial performance against historical results and establish targets on a consolidated basis.

Internally, the Company's management uses these measures to evaluate performance against historical results, to establish financial targets on a consolidated basis and for other reasons, which are discussed below.

Use it as a tool for measuring performance goals, and a tool for understanding how to coach employees to meet those goals.

Using these badges, organizations can not only tell who's working together, where, and for how long, but also how seemingly banal measures like face - to - face conversations correlate to performance and creativity.

Management believes analysts and investors use Adjusted EBITDA as a supplemental measure to evaluate overall operating performance and facilitate comparisons with other wireless communications companies because it is indicative of T - Mobile's ongoing operating performance and trends by excluding the impact of interest expense from financing, non-cash depreciation and amortization from capital investments, non-cash stock - based compensation, network decommissioning costs as they are not indicative of T - Mobile's ongoing operating performance and certain other nonrecurring income and expenses.

Furthermore, our management uses each of these measures as measures of the performance of our operations for budgeting and forecasting, as well as employee incentive compensation.

Management uses these non-GAAP financial measures in making financial, operating and planning decisions and in evaluating the company's performance.

Pipeline management includes everything from the way the sales pipeline is designed to how it is measured and how it is used to drive sales - rep performance.

The Company uses both GAAP and non-GAAP measures when planning, monitoring, and evaluating the Company's performance.

Once your campaign is up and running, you can use the AdWords Dashboard to measure the performance of your ads — including but not limited to number of views.

(To gauge if a hire is successful, academics use measures like the dollar value of an employee's contribution to the company, his or her relative share in overall output, and later performance reviews, promotions, and raises.)

See discussion above, «Use and Definitions of Non-GAAP Financial Measures,» regarding consideration of such costs and items when evaluating the underlying financial performance.

Consequently, management uses these non-GAAP financial measures as indicators of the company's business performance, as well as for operational planning and decision making purposes.

The company considers same - property NOI as an important operating performance measure because it is frequently used by securities analysts and investors to measure only the net operating income of properties that have been owned by the company for the entire current and prior year reporting periods.

Once you develop your innovative solution, use performance metrics to measure how well it fulfills your customers» wants and needs.

The company considers NAREIT FFO an important supplemental measure of our operating performance and believes it is frequently used by securities analysts, investors and other interested parties in the evaluation of REITs, many of which present NAREIT FFO when reporting results.

Until now, advertisers have used cookies (small bits of code automatically downloaded onto your computer) to follow you around the web and measure the performance of online ads.

Using data to measure performance on everything from email templates to sales content is extremely beneficial.

The problem: The Fed doesn't use CPI to judge its performance, but relies on the personal consumption expenditures (PCE) measure instead.

Instead, use these numbers as a jumping - off point to determine where you should begin engaging, but be sure to measure your performance on each site to see when and if you need to change course.

Cree considers free cash flow to be an operating performance and a liquidity measure that provides useful information to management and investors about the amount of cash generated by the business after the purchases of property and equipment, a portion of which can then be used to, among other things, invest in Cree's business, make strategic acquisitions, strengthen the balance sheet and repurchase stock.

Use a single question to track promoters and detractors and produce a clear measure of your organization's performance through customers» eyes.

To supplement the Company's consolidated financial statements presented in accordance with generally accepted accounting principles, or GAAP, Cree uses non-GAAP measures of certain components of financial performance.

In addition to the non-GAAP measures discussed above, Cree also uses free cash flow as a measure of operating performance and liquidity.

Willy Schlacks told me that he sees an even bigger opportunity in more advanced analytics, such as using predictive analysis to lower maintenance costs, using drones to monitor entire construction sites and aggregating data so that contractors can measure their performance against industry benchmarks.

The Company uses the non-GAAP financial measures set forth in the news release in connection with its own budgeting and financial planning internally to evaluate the performance of the business, including to allocate resources and to evaluate results relative to incentive compensation targets.

In addition, certain of these non-GAAP financial measures are used as performance metrics in the Company's incentive compensation programs.

The Company believes free cash flow and free cash flow conversion are meaningful to investors as they function as useful measures of performance, and the Company uses these measures as an indication of the strength of the company and its ability to generate cash.

Management uses non-GAAP financial measures internally to evaluate the performance of the business and believes they are useful measures that provide meaningful supplemental information to investors to consider when evaluating the performance of the Company.

More companies, particularly startups, are choosing to use different measures of performance and give feedback in real time.

We believe that these non-GAAP measures are useful to investors in assessing our operating performance, as it provides them with the same tools that management uses to evaluate our performance and is responsive to questions we receive from both investors and analysts.

Management uses these non-GAAP adjusted financial measures for internal reporting and forecasting purposes, when publicly providing its business outlook, to evaluate the company's performance and to evaluate and compensate the company's executives.

In addition, it should be noted that these non-GAAP financial measures may be different from non-GAAP measures used by other companies, and management may utilize other measures to illustrate performance in the future.

Adjusted EBITDA is used by management to measure operating performance of the business, excluding these non-cash and other specifically identified items that management believes are not relevant to management's assessment of operating performance or the performance of an acquired business.

EBITDA is defined as earnings (net income or loss) before interest expense, net, (gain) loss on early extinguishment of debt, income tax (benefit) expense, and depreciation and amortization and is used by management to measure operating performance of the business.

These non-GAAP financial measures are used by management for evaluating financial performance as well as decision - making.

HAS» use of ROIC to measure performance ensures executives» interests are aligned with shareholders» interests and earns it a spot on May's Exec Comp Aligned with ROIC Model Portfolio.

JBSS» use of economic earnings to measure performance also earns it a spot on October's Exec Comp Aligned with ROIC Model Portfolio.

We have included adjusted EBITDA in this prospectus because it is a key measure used by our management and board of directors to understand and evaluate our core operating performance and trends, to prepare and approve our annual budget and to develop short - and long - term operational plans.

Granted, one downside of using truly objective measures is that our ranking may not exclude CEOs who have disappointed stakeholders on dimensions where performance is more subjective.

Many companies conduct postcall surveys to measure internal performance; however, they may neglect to use the data they collect to learn from unhappy customers.

Tracking repeat calls within a specified period (we recommend seven to 14 days) is not only easier than measuring FCR but also casts a wider net, capturing the implicit, or nonobvious, reasons customers call back, such as related downstream issues or an emotional disconnect with a rep.. A word of caution: Tracking repeat calls instead of using FCR inevitably makes performance appear worse.