Sentences with phrase «needs of employees with»

Strong ability to motivate custodial staff in cleaning operations while being sensitive to the needs of employees with disabilities.

The Globe and Mail will continue to consider the accessibility needs of employees with disabilities as well as individual accommodation plans, when conducting performance management reviews, providing career development and advancement to employees and when redeploying employees.

Take the accessibility needs of employees with disabilities into account in the performance management process.

ensuring that the organization takes into account the accessibility needs of employees with disabilities when implementing performance management, career development, advancement or redeployment processes.

take into account accessibility needs of employees with disabilities when implementing performance management, career development, advancement or redeployment processes.In addition to the deadlines falling in January 2016, other accessibility standards will come into effect over the coming years.

If using performance management, career development and redeployment processes, we will take into account the accessibility needs of employees with disabilities.

eLearning professionals must take into account the online training needs of employees with different experience levels, backgrounds, and job responsibilities.

Individualized solutions will be implemented to remove barriers and provide accommodations that fit the needs of employees with disabilities.

«All HEIs [higher education institutions] should review the working hours of their academic staff and the management of research groups to ensure that practices are in keeping with the needs of those employees with caring responsibilities,» the report says.

Employee performance reviews, career development, re-assignment and return to work processes will take into account and consider the needs of employees with disabilities.

The Company must take into account the accessibility needs of employees with disabilities as well as any individualized accommodation plan in place during the performance management process.

The accessibility needs of employees with disabilities as well as any individualized accommodation plan in place will be taken into account during the redeployment process.

Not exact matches

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.

For example, if you buy a piece of machinery with a loan that was intended to fill a short - term need like employee payroll, then you risk being saddled with a loan that you can't get out from under.

You'll need employees with a very particular set of skills to serve those customers, and you'll need an operating plan to guide your everyday activities.

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 later.

Two - thirds of respondents said Canadian businesses need to do more to make LGBT employees feel welcome, with 48 % believing their own employer needed to make an increased effort.

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).

Millennial employees expect more connectivity in the workplace, and managers need to be able to provide them with the flexibility and support for their use of technology in order to bring in and keep new talent.

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.

Regardless of whether you are a startup with employees or a self - employed individual, there are coworking spaces that should fit your budget and needs.

Entrepreneurs need to be reliable in every aspect of their business, including setting milestones with investors, making agreements with partners, meeting customer expectations and following through with employees.

One part of the Dick Smith business has been snapped up by an entity affiliated with Harvey Norman, although employees will still need to wait for a liquidation process to receive overdue entitlements.

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.

«Research has shown that the more you communicate with and engage employees, the less you'll need to have in terms of payout,» he says.

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.

Hoffman says a knowledge graph, full of information gathered before the new employee was hired, can answer questions like «Who do I need to work with on the new office move?

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.

Startup founders wear lots of hats in the beginning, but as the business grows, you'll need to bring on employees with specialized talents and relinquish control over the tasks you hired them to do.

After the director left, I must have looked pretty surprised as the CFO explained, «We have tens of thousands of employees, and at the rate we're growing it's almost impossible to keep up with our space needs in the Bay Area.

One last tip: When it's time to deliver the letter, make sure you have set aside time (or your HR department is prepared) to speak with the employee, and that you have all of the other documentation they'll need regarding benefits prepared for them.

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.

I recommend making the match in advance but only with the authorization of the employee who needs the help.

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.

The Polish software developer Xsolve has a «silent room» for employees who feel the need to escape the day's stress, complete with beanbag chairs and a view overlooking the charming town of Gilwice.

With an intranet in place, there's no longer a need for employees to go through a bunch of steps in order to have their problems solved.

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.

«It really needs to be up to the business owner, in consultation with employees, about whether this is something that's necessary,» says Richard Truscott, provincial director with the Canadian Federation of Independent Business.

Another good example is Johnson & Johnson, a global organization with employees all over the world, who realized that they needed culturally relevant and appropriate content for distance learning and training that would make sense to each specific region of the world in which they do business in order for their employees to truly feel connected.

Identifying and recruiting talent is a challenge for large businesses, and even more of an issue for small businesses, where a future employee needs to demonstrate a high level of resilience and entrepreneurial spirit in order to develop with the business and adapt to unexpected.

This means managers need to understand the work product that their employees create, and it means a higher level of trust with employees.

But while many entrepreneurs are aware of the need to build relationships with customers, they often forget that they must do the same with employees.

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.

If an employee plans time off, he or she needs to coordinate with coworkers for coverage of any responsibilities during that time off.

Add to that the changing trends we see in the workplace with more remote workers, big economy workers, people that have different perspectives, all of that leads to a greater need to get employees engaged.

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.

In order to develop the overhead expenses for the expense table used in this portion of the business plan, you need to multiply the number of employees by the expenses associated with each employee.

«Employees need to see the leaders of the company acknowledge the importance of engaging with mental health professionals when it's needed.»