Sentences with phrase «success is having employees»

Not exact matches

Successes aside, MacGregor, 66, says the worst day of his life took place in 1987, when he had to tell 250 Abax employees that the business was closing.

It's that sense of employee ownership that has driven the enduring success of Steam Whistle's brand.

If you take care of your employees when they most need it, they are most loyal — and having great employees is most critical to success.

Although psychological tests have long been dismissed by skeptics, many companies are using them — with great success — to match employees to jobs that they won't want to leave.

Employees are also given stock options so that they know they have both a stake and reward in the company's success.

Identifying toxic employees is an essential part of success for any business, since those employees can often have a direct impact on overall office morale.

This would give you more time to find investors, raise capital and recruit employees or partners — it could very well be your recipe for success.

Delegate tasks and encourage people into positions of greater complexity and responsibility whenever possible so employees are always in motion and have a stake in the organization's success.

You suddenly have a relentless focus on customers and employees, because they are going to determine your success.

«It has the power to influence public debate, mobilize communities, and — most importantly — offer creative solutions to help people receive better care, no matter where they live or who they are,» write Richards and Karp, who believe that the tech industry owes its success to both of its employees as well as the communities it serves, whose health needs are often partially met by Planned Parenthood itself.

Success: By the end of 2012 LocalResponse had hired more than 30 employees and was projecting a run rate of $ 10 million, with profitability just around the corner thanks to a flurry of campaigns with clients like McDonald's, Audi and FedEx.

For leaders responsible for an organization's success, it's thus important to remember that how they perceive and manage their own emotions and behaviors has a direct impact on employees» productivity, development and satisfaction.

I've noticed something interesting in these discussions: Even though there's universal agreement that business success is centered around finding the right employees, many leaders use a data - centric approach — rather than a people - centric approach — to operating their companies.

One of our biggest successes has been giving employees a half day off each week during the summer.

While the traditional pension of the 20th century is rapidly disappearing, companies haven't stopped caring about the later - in - life success of their employees.

Twelve years, two companies, 100 employees, and three times on the Inc. 500 list of fastest - growing companies later, I've learned that the only way to build a company with great success and scale is to build a great team.

If you have given your employee a reasonable shot at success and it isn't working out, the best move is usually to fold.

You aren't required to have this talk; you want to have this talk because you're invested in your employee's success.

Mayer said in a statement Wednesday that she has «agreed to forgo my annual bonus and my annual equity grant this year and have expressed my desire that my bonus be redistributed to our company's hardworking employees, who contributed so much to Yahoo's success in 2016.»

The end goal is to ensure all our employees are set up for success to do real work and have real impact.

You'd like your employees to dress for success, but sometimes, they're just a mess.

And nothing stirs the pot more than having a passionate leader who's not only committed to the success of the company but also to that of each employee.

It's also important to have a lot of dialogue with employees about how they can challenge the old ways that are no longer part of success.

The culture and values of how we related to our customers, which is reflected in how the company relates to our [employees], would determine our success.

«It's that forward - leaning, fearless approach that has underpinned much of Uber's success and has attracted many employees, including me, to the company,» he writes.

Kelly Saxton has spent over 30 years running restaurant franchises, and one thing he's learned is that good employees are crucial to success and should be rewarded.

They don't see those efforts as mutually exclusive, and it's perhaps for that reason that some HR departments, particularly in the tech world, have recently undergone some of their own internal rebranding, shedding the stodgy old «human resources» name in favor of friendlier and more inviting monikers like People Operations (Google, Southwest Airlines), Employee Experience (Airbnb), and Employee Success (Salesforce).

Some employees have blamed a «success is the only option» view among leadership.

While teamwork is an important element of company success, and grouping your employees together has advantages in building that «team» mentality, nothing beats individual attention when it comes to individual motivation.

But when Marissa Mayer makes headlines because she claims the road to Google's success was paved with 130 - hour work weeks, regular all - nighters and employees who make vacations few and far between, we have to ask:

It's not even about the praise Schultz doles out to his employees... er, partners, when he says «the strength and equity of our brand, and the primary reason for our current and future success is because of all of YOU» and «I believe in you and have never been prouder to be your partner.»

While there have been plenty of studies linking employee buy - in and culture to financial success, we didn't ask for financial data.

Our success has largely been the result of significant contributions by our employees, including members of our current senior management and product design teams.

Engaged employees — those who feel that their employer truly cares about their physical, emotional, and financial well - being — are more likely to have a vested interest in the company and be fully committed to the company's success.

Unless your organization functions on rigid time structures — such as medical facilities, service industries, etc where service and success is dependent on having enough staff in the right places at the exact right times to service customers — then having «core hours» or expecting employees to work insane overtime is really not necessary — who cares as long as the work gets done and the customer is happy!

While the alliance will apply only to their employees, these corporations are so closely watched that whatever successes they have could become models for other businesses.

If culture flows from success, then it follows that an attempt to change culture is far easier to accomplish when the most obvious indicator of success — one that has a direct impact on employee pocket - books — is moving up - and - to - the - right.

We saw earlier that one of the reasons for the success of John Lewis is its ownership structure, and the fact that all the employees have a stake in the company.

«For nearly 50 years, employee ownership has been a cornerstone in aligning the interest of management and staff and has been a key ingredient in our long - running success.»

In order to ensure success, employee advocacy metrics and proper attribution need to be set - up and monitored as any other sales and marketing program would be.

Despite his success at Bain Capital, it was a big leap for Romney, going from running a firm that at the time had about two dozen employees to one with about 1,000 worldwide.

The fact that many employees have been with the company for more than 15 years ensures that they are invested in its success.

In addition to the company's employees, Tom McCraith says McCraith Beverages» success and achievements would not have been possible without the commitment and support of its breweries and suppliers.

«So if I had to sum up our success, I'd say it's active ownership — willing to conscientiously invest in the business and its people — and really good employees.

«We have a staff full of employees who care and take pride in what they do, and a menu full of great food — that is the definite key to success.»

Kennedy says he and his partners have also been key players in the franchises success by being very visible and hands - on with their employees.

Swaggerty praises several employees who have been with the company for decades, giving them the credit for Swaggerty's» success.

Food and Drink - July / August 2011 -(Page 118) > r RESTAURANTS HuHot Mongolian Grills LLC A Strong Success HuHot Mongolian Grills says it has enjoyed growth even in the face of the recession, thanks to its unique concept and dedicated employees.

One of the keys to the success of Diaz Foods is its people who have come to be known as the «Diaz family of employees.»

«We are proud to represent so many incredible brands, and are so pleased to have had the opportunity to help them pave their pathways to success in the states; something that would not be possible without the support of our committed and loyal employees throughout our 20 years,» stated Justin Fisch, Vice President - General Manager for USB.