Sentences with phrase «other employees on»

I then became a «PALS» coach, this initialed taking calls from other reps that wanted to speak with a supervisor as well as coaching the other employees on mistakes.

Visit the «Work for us» section of their website, and check out the interviewer and other employees on LinkedIn.

Check out the profile of the interviewer and other employees on LinkedIn to see what common ground you have and what their career stories are.

Also responsible for maintaining the daily backup and training other employees on Oracle.

Common duties mentioned on an Automation Engineer resume sample are testing machines, designing robots, preparing documentation, and training other employees on their creations» functions.

I have trained several other employees on basic machining operations, operating and setting up CNC machines.

It's a good idea to ask for details about the training on offer at interview stage, and you can also ask what other employees on the school leaver programme have gone on to do after finishing it, but you risk creating a bad impression if you ask about leaving the programme before the employer has even decided whether to take you on.

Networked with members and other employees on a daily basis to help maximize the customer satisfaction

Educates assistant managers and other employees on sanitation and food handling procedures...

Ms Johnstone was unable to find childcare that would allow her to continue with her rotating shifts, the CBSA did not inquire into her circumstances, the move to part - time affected her pension and benefits entitlements, and the CBSA had accommodated other employees on religious and medical grounds.

In 2009, soon after exiting TCW, Jeffrey Gundlach founded Doubleline Capital LP with Philip Barach and 14 other employees on Gundlach's former team at TCW.

The bureaucrat, wearing square glasses and a black checkered sweater, shares the social credit department with seven other employees on the second floor of the city hall.

Our other employees on board had all behaved in an exemplary fashion, ignoring their own minor injuries in order to lead customers to safety.

The only other employee on the premises is Percy (Dutton), the greasy spoon's one - armed chef.

The employer knows that you would want to earn more money — You are not different from any other employee on the market.

Not exact matches

Also on Friday, Trump himself offered a White House job to a top Goldman Sachs executive, Gary Cohn, following appointments of two other former Goldman employees to the new administration.

Rather, focus on devising ways that you can naturally encourage more frequent interactions between employees in the way you organize other aspects of the office.

Other passengers can be heard coming to the man's defense before one of the employees threatens to put them on the next flight.

Other employees need to feel they have an outlet for their opinions on the relationship.

Meanwhile, human resources is an area of business which is filled with core duties that must be handled on a daily basis, but can prove a huge burden if an employee is trying to juggle these tasks with their other work commitments.

The company's nearly a dozen employees help people sell their cars on consignment by conducting test drives, handling paperwork, offering financing and providing a one - stop location for any other car - selling needs.

Expectations for their effort to provide their employees with better health care options are even high enough that stocks of other health care companies fell on the news Amazon and friends were entering the fray.

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.

Employees at Bloomberg marvel at how often they randomly bump into each other throughout the day, making it easy to informally check in on projects and plans.

Going on a witch - hunt because someone says «Bless you» to another employee that sneezed (real example) creates an environment of paranoia and stifled self - expression, without improving how people treat each other.

Women, black and Latino employees also lose out on pay raises, bonuses, stock options, benefits and other wages because of the company's discriminatory practices, the lawsuit alleges.

«Ending DACA would place severe economic strain on businesses around the country, putting them into the impossible and extremely costly position of having to fire productive employees for no other reason than an arbitrary change in federal policy, potentially resulting in backlash from other employees, or their broader community,» the report reads.

Comment as your page on other business pages and «like» pages of your employees, companies near you if you have a physical location, businesses you are collaborating with or companies whose services or products you are using.

But the trade - off of this focus on shareholder value is spending that benefits other stakeholders, like employees and customers, said Bill George, the former CEO of medical - device company Medtronic.

While telework and other arrangements focus on the work employees accomplish rather than the time they put in, the new overtime rules make time a lot more important in the eyes of the law.

This is important because the self - absorbed nature of narcissism is antithetical to caring for others, or an emphasis on employee development that characterize high quality leadership; moreover, CEOs often escape this kind of research attention.

Other priorities included raising the payroll for employees, offering competitive benefits, and making an impact on the local Central California community.

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.

Salesforce ranks No. 1 for the first time based on its work culture and other employee benefits.

Other options include allowing employees to work from home on certain days, providing satellite office access or compact workweeks.

They offer convenient online account management and mobile options that make it easy for customers to stay on top of HR administration, and they can also help with training, performance reviews and other employee management issues.

Recently when a customer was dropping Lord of the Rings references, the employee on the other end, who had never read the books, tapped a new representative to take over and continue the Tolkien - themed banter.

Encore, which was released in October, isn't the only incentive platform on the market — Achievers, Globoforce and O. C. Tanner are other companies that offer employee recognition programs — but according to Keller it's the only full - service recognition platform now accessible to smaller companies which can opt to manage their own programs, versus paying enterprise - level fees.

If they're only invited to speak on diversity, there's a danger of alienating them and other employees, as they'll begin to feel excluded as a statistic instead of included as valued members of the team.

WLES underpins other, more complex skills, so if you organize formal or informal higher levels of training — such as quality - assurance systems or computer use — you could be missing out on the full value of those programs if your employees don't have foundational literacy and numeracy skills.

With that sort of attitude, it was no wonder that employees, customers and partners were knocking each other over on their way to the door.

You have options but, one way or the other, the cost is going up to keep your lesser - paid employees on the job longer than 40 hours.

On the other end of the spectrum, Toronto - based Wave Accounting targets really small businesses — those with 10 employees or less.

Relying on the fact that we tend to gravitate towards people similar to us, ERGs provide employees with the chance to connect with other members and feel better represented and engaged in the organization.

For example, an employee wouldn't be a marketer but could take on the marketing role, in addition to several other roles.

They are staffed with hourly employees armed with scripts on maternity leave and health plan basics, but they have zero connection to the employee on the other end of the line.

The government focussed on eliminating measures in an effort to level the playing field between incorporated small businesses on the one hand and unincorporated businesses and salaried employees on the other.

The Getting to Yes report prepared for the CLLN and ABC under the joint Advancing Workplace Learning Project, found that employers who offered WLES training and integrated WLES into their businesses reported improved employee confidence, better communication and teamwork, new or improved skills, greater interest in further learning, improved morale and employees who can take on other jobs.

Employees can see each other's progress and performance on a dashboard.

Edmark had it all: on one hand, gifted employees creating award - winning products and, on the other, consumers who were eager to buy.