The organization should build up a work environment that is innovative and encouraging for productivity and a better way to obtain
need of the company employees.
Not exact matches
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.
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.
News
of the impending job cuts came in the form
of an internal memo released to
employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the
company's
need to conserve cash.
All
of these things take time to learn, and this knowledge base is part
of the unique culture and shared language
of the
company; when
employees leave, or when new hires get brought on board, the
company needs to have a plan in place to preserve the continuity
of the
company's institutional knowledge.
Usually, this comes with remote access so that your entire
company can access what it
needs, when it
needs it — regardless
of where any individual
employee happens to be.
Dig Deeper: Choosing the Limited Liability
Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather than
Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership
of the
company with employees may need to consider making the switch to an S corp sooner rather than
company with
employees may
need to consider making the switch to an S corp sooner rather than later.
Your
company benefits because you and your
employees could learn how to adopt practices with a number
of advantages (such as decreased stress or fewer people
needing to take sick days).
An ESG may be a way for the
company to tap a larger pool
of candidates for leadership roles, to empower members
of disadvantaged groups, to engage
employees, and to gain a better understanding
of customers»
needs and wants while developing better relationships with stakeholders in general.
Managers and owners should know what critical data
needs to be protected, where the data resides within the
company, and restrict access to only those
employees who have
need of the data and have also received training in data and information security.
However, the best ideas are the ones that arise in response to a real situation, problem, or challenge, and for that you
need employees who are constantly thinking
of new ways to improve the
company.
She says she understands the
need for
employees to get a decent wage, but estimates that an across - the - board increase
of that size would cost the
company about $ 40,000 annually.
Employees not only
need to know what the
company values and represents, but what is expected
of them and how they can succeed.
A third guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure, guide, and develop
employees whose talents and desires are compatible with the operating
needs and future goals
of the
company.
The small business owner who clearly communicates personal expectations and
company goals, provides adequate compensation, offers meaningful opportunities for career advancement, anticipates work force training and developmental
needs, and provides meaningful feedback to his or her
employees is far more likely to be successful than the owner who is neglectful in any
of these areas.
So
companies need to make
employee engagement part
of their formal review process.
Every workplace will have a certain amount
of gossiping, but if one
of your
employees enjoys reporting bad news about you, others in your
company, or even the competition, that's destructive behavior and you
need to do something about it.
Small businesses also
need to match the talents
of prospective
employees with the
company's
needs.
If you tell your
employees to «think like an owner,» then you
need to consistently align equity with their contribution to the success
of the
company.
When I founded Zipcar we were very community focused, we had lot
of parties where we provided the transportation and they provided the potluck picnics or the destination, and whenever I
needed cars or parking locations or new
employees or surveys
of what cars to buy, I went to my customers, all the time they were front and center and part
of building that
company.
Roger Chevalier, a California — based management consultant, says most
of the
companies he works with combine sick with personal days, trusting the
employees will use the time when they
need it.
Dig Deeper: 10 principles to evaluate a
company's values How to Write a Code
of Ethics for Business: Putting Someone in Charge Even if senior management and
employees embrace a code
of ethics, someone
needs to be put in charge
of applying and updating it.
To prevent any
employee departure from ever going viral on social media, clarify the
company standards in initial contracts, including whether personal Twitter accounts
need a disclaimer and who has the authority to speak on behalf
of the
company online about specific issues.
Already,
companies that use Slack have
employees that spend about 20 percent
of their time looking for information or looking for someone who has the information they
need.
The «stakeholder model» is the idea that management balances the
needs and desires
of shareholders, as well as
employees, customers, suppliers, and the communities where a
company does business.
As the recovery effort picks up its pace and the
needs are identified, the financial institution will allocate the rest
of this amount plus
employee pledges and what the
company matches against those pledges.
In this edition
of the CB Elevator Pitch, editor - in - chief James Cowan suggests
companies need to take a hard look at the number
of meetings
employees are having — or being forced to attend.
Barak Eilam, a first - time CEO who leads $ 1.3 billion
company NICE, explained it this way: «When you manage a
company of six thousand
employees you
need to understand that in order to shift this large boat five degrees to the right, you
need to invest a lot
of energy and power, and sometimes overshoot and then correct to the left.»
To do that, says one former American Target executive, who asked that he remain anonymous, the
company needs to provide Canadian
employees with the same equipment the U.S. chain uses to keep track
of what's on its sales floor and in its backrooms.
They look for the most promising
employees, and provide them with the training they
need to become their
company's next generation
of great leaders.
A definite key to successful retention is the idea that all
of the
employees need to feel cared about and listened to by the
company's senior management and especially by the CEO.
J.T. O'Donnell, founder and CEO
of Work It Daily, explains the different types
of employees your
company needs to succeed.
Considering the US's lack
of federal paid family leave policy, Sandberg said
companies need to take the lead and support families with their own paid leave policies, which she said wouldn't just be nice to do, but would also improve the bottom line by increasing
employee loyalty and performance.
One sign
of a very well - run
company is when
employees can tell their boss they
need to move on, without being shoved out the door.
Companies like Microsoft and KPMG have caught on to this
need and responded by giving
employees exposure to peers in different divisions, to provide fresh ideas and new ways
of thinking.
Though the number
of companies expanding their paid parental leave benefits is rising, Sandberg acknowledged that it's less common for
employees to get paid time off to care for sick loved ones, saying that the US
needs public policies «that make it easier for people to care for their children and aging parents and for families to mourn and heal after loss.»
Companies of all sizes, and across all sectors,
need to know how they are going to recruit, train, retain, and advance these
employees as Boomer retirement accelerates.
Companies in which
employees think it's productive to address the
needs of «internal customers» are on the fast track to failure.
That's a good thing in many ways, but I can imagine
companies will
need to train
employees on how all
of these apps and services tie together.
By reaching out to your network
of past
employees directly, you'll reduce some
of the money — up to $ 20,000 for some
companies — and time normally
needed for other more widespread recruitment solutions.
Following the layoff
of more than 300
employees in October, the
company is not likely to
need all its office space any time soon.
The final part
of the employment contract you really
need to hone in on involves the different reasons a
company might let an
employee go — and what that means to both the
company and the
employee.
If your workgroup's score on the «mission and purpose» item is low, you
need to consider if you're helping
employees see how their work relates to the goals
of the
company or — in retail — to the goals
of the store.»
Designing the ultimate office that reflects your
company culture,
needs of your
employees, and the pace at which you work requires regular upgrades.
Walk around any floor
of the
company's plus - sized headquarters in Seattle, and you'll see blackboards and posters touting the number
of volunteer hours a particular team
of employee volunteers has put in on a particular project, or the current level
of the Partner (
employee) Cup Fund, an
employee initiative whose value is in financially helping partners in
need, including this formerly homeless barista, whose story I tell here.
Still, Trujillo stressed that Uber's «toxic culture»
needs to change — even if many
of the
company's workers have said they supported the status quo, with more than 1,000
employees signing a petition to reinstate Kalanick as CEO.
Companies that want to stick around for the long haul
need to implement a culture that provides their
employees an identity worthy
of ownership, a label that can be proudly worn, and an ensemble
of expectations that align with desired behavior and goals.
More recently, Basecamp's Jason Fried thought it was time to modernize the workday to fit the
needs of employees at his Chicago - based software
company.
«
Employees need to see the leaders
of the
company acknowledge the importance
of engaging with mental health professionals when it's
needed.»
Uber Technologies Inc's embattled Chief Executive Travis Kalanick told
employees in an email on Tuesday that he will take time away from the
company he helped to found, citing the
need to grieve for his recently deceased mother, according to a copy
of the memo seen by Reuters.