Sentences with phrase «of schedule an employee»

That's the conclusion of a new working paper from three European professors that analyzes a large German data set, looking to see how the type of schedule an employee works affects his or her level of effort.

Working as a sandwich maker at a Regina Quiznos franchise owned by his father, Boesch saw how frustrating and time - consuming the simple task of scheduling employees could be.

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.

With over 20 years industry experience, Bimalis responsible for making sure the world learns about the benefits of Celayix's solutions that include: advanced employee scheduling, time and attendance, employee communication as well as integration modules for payroll and billing.

Employees who work outside of the office and who set their own schedule may work atypical hours depending on their workload and lifestyle.

With over 20 years industry experience, Bimal is responsible for making sure the world learns about the benefits of Celayix's solutions that include: advanced employee scheduling, time and attendance, employee communication as well as integration modules for payroll and billing.

If employees are completing all of their work on schedule despite spending half their workday wasting time, it might be smart to add more duties to their job descriptions.

Keeping a 24 - 7 Work Schedule: When Leon Oks co-founded iCanvasART, an online seller of custom canvases, he and several employees spent day and night working from his dining room.

Beverly Kaye, Co-author of Hello Stay Interviews, Goodbye Talent Loss, says you should schedule regular «stay interviews» to check in with employees and spot minor quibbles before they inflame into resignation - worthy gripes.

Whether it's keeping track of signed paper contracts or scheduling your employees by hand, there's a lot of time - waste here.

Similarly, when gauging manager preparedness for new hires, behaviors include creating a schedule for a new hire's first week on the job, determining and assigning onboarding training, introducing a new hire to relevant stakeholders and employees at the company, and providing role clarity with a roadmap of short and longer term goals.

, fitness breaks legitimized in the work schedule, requiring all employees to take a substantial part of their vacation time off, turning off email while on vacation, providing paid parental leave for new parents and encouraging both mothers and fathers to take advantage with no adverse career impact, paid time off for volunteer activities, and more.

In exchange for flexible schedules, many of White's employees work for lower pay — sometimes 25 % less than they'd earn at a comparable nonvirtual company.

New research from University of Pennsylvania professor Alexandra Michel finds highly educated employees work more when given autonomy over their schedules.

Most telecommuting arrangements involve some form of fixed schedule, or at least a general expectation of when an employee will (and will not) be at work.

Of course, employee - dictated schedules aren't without their flaws.

This tool (disclosure: I'm the vice president of marketing at the company) aims to makes scheduling hourly employees as easy as possible.

They're calling for the elimination of «on - call» shifts, a practice where management schedules shifts for part - time employees each week, but then requires them to call in ahead of their start time to find out if they're actually working.

With a vesting schedule, any employees who leave prior to fully vesting will have those non-vested dollars recouped by the employer to be used to offset the cost of the match in the future or decrease plan costs.

It is true that some employees are not capable of working a flexible schedule because, to them, «flexible» means «not working.»

Businesses of all kinds are asking customers to do jobs that employees once performed, whether it's using self - service checkout at the supermarket, skipping the box office to print movie tickets from home, or scheduling everything from salon visits to doctor's appointment via an app.

Keep in mind it's just part of an eight - week onboarding schedule, which varies depending on the employee's role.

Some top - level executives understand this, enforcing various strategies in an attempt to ensure meetings remain a constructive use of employees» time and resources: Sheryl Sandberg, Facebook's COO, reportedly maintains focus by sticking to a strict, bullet - pointed schedule, while Amazon's Jeff Bezos employs a «two - pizza rule,» which keeps meetings small enough so that two pizzas can feed the entire group.

My daily schedule is different each day because I have four young kids, lots of employees and franchisees to support and I thrive by resetting priorities daily versus in a structured and mapped out week.

What to do about irregular schedules: Even if employees work irregular schedules, set clear expectations of when they should be working.

What's more, those 9 - to - 5 schedules aren't a smart strategy: Employees with flexibility in their workday report higher levels of job satisfaction and reduced levels of burnout and psychological stress, according to a study conducted over 12 months at a Fortune 500 company with 700 employees and published in the February issue of American SociologicaEmployees with flexibility in their workday report higher levels of job satisfaction and reduced levels of burnout and psychological stress, according to a study conducted over 12 months at a Fortune 500 company with 700 employees and published in the February issue of American Sociologicaemployees and published in the February issue of American Sociological Review.

Once a quarter, the company schedules a long weekend and requires that all employees disconnect out of the office.

More recently, J.Crew said last week that it would end on - call shifts nationwide and provide one week of advance notice about schedules to employees at all New York store locations.

Basecamp CEO Jason Fried uses a similar strategy at his company, which he says allows his employees to stick to a strict 32 - hour workweek schedule during the summer, and a 40 - hour workweek during the rest of the year.

«Lots of folks get cold feet when it comes to taking that needed three - day weekend,» Baer writes before offering common excuses we give ourselves for not taking the time we need to maintain our mental balance — such as fears it will hold back our careers or misguided notions that those with a bit of scheduling flexibility (aka freelancers and entrepreneurs) don't need to take time to themselves in the same way regular employees do.

If many of your employees have children and are constantly switching up their schedule or not giving 100 percent because of family commitments, it might be worth considering offering on - site childcare.

To that end, both companies offer flexible scheduling and allow employees to work from home or other locations at least part of the time.

If an employee wants to work part time to take care of an ailing spouse or a sick child, this should be treated as a «demand» for FMLA leave (Family and Medical Leave Act) and not a «request» for a flexible schedule.

Nearly half of employees use flexible scheduling here: «dream schedules» allow employees to begin work as early as 5:30 AM, and PTO can be scheduled by the day, week or hour.Read the Great Place to Work review here.

Employees can send requests for time off or notification of illness from any location, and managers can respond with scheduling changes from any location.

Before scheduling a meeting with their boss to discuss an adjustment to their schedule, Reynolds says an employee should first evaluate the responsibilities of their job.

The company wants the experience of being a freelancer who gets work through Gigster to be «as good or better» than being an employee «somewhere like Google» — but with the added benefits of being able to set your schedule and work from wherever you are, anywhere in the world, he said.

Even with its fair share of controversies and a reputation for demanding work schedules, Google continues to attract top talent and recognizes that the company's future is dependent on its employee's innovative spirit.

Reddoch pays employees an additional 50 cents an hour for the week if they work every day, an additional 10 cents an hour if they work all of that week's scheduled overtime, and another flat payment of $ 25 if they can keep that up for the whole month.

Flexible work schedules or arrangements require managers to think less about «line of sight management» --(e.g., «I can see Bobby at his desk so he must be working»)-- and creates a management philosophy that focuses more on outcomes or results of an employee's work.

«Here you can work condensed work weeks; we have many [employees] that do part time; we have an internship program that focuses on moms reentering the workforce,» said Chrissy Toskos, vice president of campus recruiting at Prudential Financial, the 140 - year - old insurance company that uses nontraditional work schedules as one way to compete for millennial talent.

Put a cap on the number of hours employees are working by managing schedules to ensure none work more than 10 hours each day, even if they're clocking - in at home.

They followed 474 employees, half of whom were allowed to work flexible hours, deciding when and where they worked — at the office, from home, or elsewhere — while still logging in the same number of work hours as those who maintained a rigid work schedule.

Also included: point - of - sale software, real - time appointment booking, and email newsletter campaigning as well as timekeeping that lets employees check their schedules and hours worked via any Internet - connected device.

For example, to remind an employee of the next day's work schedule.

We're starting to see companies put more emphasis on employee wellness and work / life balance — whether it's providing designated «nap rooms» for employees, encouraging them to take advantage of their vacation time or simply giving them more flexibility in their work schedules.»

(a) Schedule 2.7 (a) of the Disclosure Schedule contains a list setting forth each employee benefit plan, program, policy or arrangement (including any «employee benefit plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblemployee benefit plan, program, policy or arrangement (including any «employee benefit plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblemployee benefit plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblEmployee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblemployee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblemployee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or oblemployee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligation.

Jana — an $ 8.5 billion hedge fund behind some of the most high - profile recent corporate shake - ups — announced it was the second - largest shareholder in Whole Foods and blasted everything from the financial nuts and bolts to the scheduling of employees and even the behavior of top executives.

In the Harvard Business Review, three consultants from Bain report the results of an exercise in which they analyzed the Outlook schedules of the employees of an unnamed «large company» — and concluded that one weekly executive meeting ate up a dizzying 300,000 hours a year.

Any Employee regularly employed on a full - time or part - time (20 hours or more per week on a regular schedule) basis, or on any other basis as determined by the Corporation (if required under applicable local law) for purposes of the Non-423 Plan or any separate offering under the Code Section 423 Plan, by the Corporation or by any Designated Affiliate on an Entry Date shall be eligible to participate in the Plan with respect to the Offering Period commencing on such Entry Date, provided that the Committee may establish administrative rules requiring that employment commence some minimum period (e.g., one pay period) prior to an Entry Date to be eligible to participate with respect to the Offering Period beginning on that Entry Date.