Sentences with phrase «not as employees»

«Our philosophy has always been to treat our agents as our clients and not as employees or a conduit for the business, and all of our business reflects that philosophy,» says Nelson.

After years of analyzing the personal and professional styles of lawyer managers of successful (and not so successful) law firms, three inescapable conclusions have become readily apparent to me: (1) The authority of lawyer management is derived from the willingness of partners to be managed; (2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and (3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.

Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and

After years of analyzing the personal and professional styles of lawyer managers, three inescapable conclusions have become readily apparent to me: (1) The authority of lawyer management is derived from the willingness of partners to be managed; (2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and (3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.

Those that do will have have to do so as independent contractors, not as employees.

What this means for employers is that opportunities and projects need to be presented to them in a way that's motivating to them as a brand entity — not as an employee.

I work in a spa but not as an employee.

My response «I am speaking here today as a private citizen, not as an employee of the National Park Service.

Let me start by saying I write the blog as a private citizen, not as an employee of the National Park Service (NPS) or federal government.

Here are some highlights from our chat, which I qualify by stating that the views Chris expresses are made only in his personal capacity and not as an employee of the Ontario Securities Commission.

Contractors You can deduct the cost of a helping hand, as long as they were hired as contract labor and not as an employee.

Not exact matches

Managers say it will be more difficult to manage and train Gen Z employees than older generations, since they are not as savvy at social interaction, according to a national survey by APPrise Mobile.

In reality, employees don't always see the HR department as an ally.

In its complaint, the FTC alleged Uber did not, as it claimed, monitor employee access to customer and driver data.

«It's companies that have decided, «we would prefer to pick and choose when we'd like to pay people for certain services, and we're not going to have them on as full - time employees on a regular basis,»» she said.

A drawback of being a small business owner is that the budget for such quality, such as employee incentives and benefits, is not as plentiful as it is for a larger company (especially in the economic climate we are living in today).

If you're a recent grad freelancing as a web designer, and you find out that you don't enjoy doing it, you don't have to go through the pain of laying off employees and closing a business.

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.

One important aspect of the law to note: Larger companies should be aware that two part - time employees can be counted as one full - time employee in calculation of the monetary penalties for not providing insurance.

While the board clearly has a duty to protect its employees from legitimately harmful treatment — for instance the rule bars any statements or behaviour that is threatening or violent — the rule also restricts actions it deems «annoying,» and occupants have interpreted the board's wide - ranging ban on complaints as sending a message to them: don't bother us, we're not interested.

«I don't think you can answer that question [of employee vs. contractor] looking at the drivers as a whole,» Seiner said.

A whopping 57 percent of employees say they wouldn't recommend their company as a good place to work.

Although RFRK is all about feeding little eaters, not every employee gets to be directly responsible for that outcome, such as custodians and data - entry assistants.

While the goal should always be to reach Level 5 as a way to make sure you as a leader haven't become a bottleneck, it might be that some employees take longer to get there than others.

«The work that they've done designing and executing on their engine is really impressive,» says Jory Bell, partner at Playground, which had former SpaceX employees study Relativity's architecture before deciding to invest in its Series A. «And every technical decision they've made is optimized not only to serve their initial market, but to scale up as well.»

Last week, California's Labor Commission ruled that Uber drivers should be classified as independent employees, not as contractors.

Successful people don't see money solely as a personal reward; they see money as a way to grow a business, reward and develop employees, give back to the community... in short, not just to make their own lives better but to improve the lives of other people, too.

If your run a McDonald's, and an employee is engaging in a day of protest, make sure they're not out wearing their McDonald's uniform while they do it, regardless of whether or not you as a manager support the cause personally.

As a manager, you simply can't be watching all your employees all the time.

There are expenses such as relocation costs that are associated with moving your employees, and you run the risk of not every employee being willing to move.

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

But there's more at stake here: If the company does adopt more rigorous background checks, which could include fingerprinting, drivers seeking classification as employees could try to use the move as evidence they are indeed employees and not private contractors, says one labor attorney.

At first, Thompson remembers, businesses would «frogmarch» employees out of the office, with not so much as a chance for goodbyes.

Because you don't see your outsourced employees in the break room every day, it's easy to view them as an email address.

Keep tabs on your employees and celebrate their personal milestones — doing so not only makes them feel like they're a part of your corporate family, it also involves your other employees as part of a bigger collective.

Most contracts don't explicitly discourage talking politics, but there are often clauses that state that, as company ambassadors, employees must behave in accordance with the principles, the values and the mission of the organization at all times.

In the words of one former employee: «I came to the realization that I, as a female, would not grow in that company.»

If someone is producing work for your company, he or she shouldn't be a stranger to you or your business but rather feel inspired by your mission and values and feel as much a member of your team as your 9 - to - 5 employees.

«The process forces employees to reflect and to jot out a forward - looking plan for getting stuff done, all while requiring a minimal disruption in the employee's actual work,» writes Chen, who adds that as employees can compose their Snippets on their own schedule, the practice is maker friendly, i.e., it doesn't break up long blocks on concentrated work.

Those elevators don't stop on every floor, which necessitates further gathering spaces as employees disembark before heading one or two more floors up or down.

Some employees opt out at first, as they don't want to lose the immediate income, but as their salary increases or they start to get older, many realize the importance of having a pension and decide to opt back in.

An employment court in London has ruled that Uber must treat its drives in the United Kingdom as employees, not contractors.

Delaney, who represents employers in labor arbitrations, says that while fingerprinting wouldn't necesarily provide enough fodder to nudge drivers into classifications as employees, she imagines it's an idea that has crossed the minds of Uber's legal team.

Psychologists call this feeling of freedom to do your job as you see fit «autonomy» and have found in studies that not only does autonomy make employees happy, it also makes them more productive.

These assumptions are wrong, and it's time we pay as much attention to the mental health of organizational leaders as we do their employees — if not more.

As for our own group of happiness - seeking employees, we haven't built an entire campaign designed to reimagine our workplace, so it's probably overly ambitious to think that our experiment with the Plasticity app can bring about massive change.

It would be prudent of you to develop amicable working conditions — non-discriminatory, fair hiring processes, reasonable work - to - pay ratio, as well as attention to physical and mental demands — that will not only attract new employees, but retain devoted workers.

In the states of California, Connecticut, New York, Rhode Island and West Virginia, employers are not allowed to record sounds, voices or videos for monitoring purposes in areas designated for comfort, health and security of the employees such as restrooms, locker rooms and changing rooms.

In general, under the Fair Labor Standards Act (FLSA), individuals can't volunteer services to for - profit, private - sector companies unless the activity benefits the employee, such as in the case of an unpaid internship.