Sentences with phrase «time as an employee»

Regarding the unionization of Babeland, it's oh so typical that their story (and large photo) focuses on some whiny natal male who's miffed about his «womanhood» not being woman sufficiently exalted — this time as an employee of a woman - focused retailer.

The Grand Cherokee's 3.6 - liter Pentastar V - 6 was cranked over around 8:30 p.m. local time as employees of the Jefferson plant watched the completion of the final checks before heading to a customer in Michigan.

So I want to become self - employed alongside working full time as an employee.

By contract, the employees access to the cash value can be restricted to a future date such retirement or after a set amount of time as an employee.

By contract, the employees access to the cash value can be restricted to a future date such retirement or after a set amount of time as an employee.

Not exact matches

Howard Rowen, a financial adviser at Bank of America in Los Angeles, told the Times that Snap's employees should think of this moment as a «once - in - a-lifetime» opportunity.

Generally, however, when combining comprehensive service and technology solutions for on - site HR support, payroll, and retirement benefits, the price can be as low as $ 680 per bi-weekly pay period for 10 employees, far less than hiring a full - time HR person for your small business.»

It amounted to the addition of 150 full - time employees, with WeWork bringing its housekeeping functions in - house and hiring as many of the laid - off workers as possible.

Yahoo had about 11,000 employees as of June 30, according to its website, down from a Dec. 31, 2014, total of about 12,500 full - time employees and what it called fixed - term contractors.

«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.

«The employee could take it off as a vacation time; if they needed to, they could take sick leave.

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.

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.

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.

A Snap employee told the Times that the company was looking at ways to educate employees on financial management before the IPO, such as bringing in professors from Stanford to talk about how employees» lives can change after working for a company that goes public.

By avoiding the task of employing extra staff members or handling operations such as payroll and web development, employees at a company will also be able to free up more time to focus on delivering their goods to their customers and carrying out the tasks that they were employed for in the first place.

Specifically, Defendants made false and / or misleading statements and / or failed to disclose that: (i) BRF employees paid bribes to regulators and politicians to subvert inspections in order to conceal unsanitary practices at the Company's meatpacking plants; (ii) the foregoing conduct, when it came to light, would foreseeably subject the Company and its officers to heightened regulatory enforcement and / or prosecution; and (iii) as a result of the foregoing, BRF's public statements were materially false and misleading at all relevant times.

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

That includes his Avant co-founders Paul Zhang, 28, and John Sun, 30, both of whom started out as college interns at Enova, then transitioned into full - time employees, before striking out on their own to start Debteye, a personal financial management software company in 2011.

The New York Times reports that the impending public offering of the company formerly known as Snapchat is drawing excitement from many of the city's money managers, eager to assist Snap's 1,900 employees as some of them prepare to become millionaires for the first time.

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.

They also need to train managers to deal effectively with employees who underperform and / or violate expectations (such as spending too much time on their phones).

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.

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.

Priest put his company philosophy in place «as soon as I was hiring a full - time employee because I was hiring her from a much bigger company and her question was, «what do you stand for,» so she challenged me.»

You could also make it so employees are able to schedule time off as well as inform managers about sick leave or other unplanned days off.

Citing Denmark as a good example, Sanders said every other advanced western nation offered employees paid time off for medical and family matters, such as attending to sick children, and the U.S. should too.

The darkness grew worse over time as Moz, the search - engine marketing software startup he co-founded with his mother in 2004, expanded from a half - dozen employees in 2006 to around 125 in 2013.

And they rarely have employees assigning scores as low as, well, 2 — while also predicting that, in six months time, they expect to be even less satisfied at work.

In most transactions, even an exiting owner will stay on board for a short period of time, whether as a consultant or employee.

The due diligence provision should set forth the items to be reviewed by the buyer, the time frame, and any special provisions, such as if, and when, contact with key employees and customers will occur.

Consider a reddish palette in areas where employees spend only limited time — such as hallways, bathrooms, or even the kitchen — where employees are not working, adds Leslie Harrington, executive director at the Color Association, a color consulting firm in New York.

Nor does it do much for employee morale: As Stanford organizational behaviour professor Robert Sutton wrote in his 2007 bestseller, The No Asshole Rule, brutish managers «infuriate, demean and damage their peers, superiors, underlings and, at times, clients and customers, too.»

Some business experts believe that employers who do not offer large benefits packages, significant vacation time, or paid time off should seriously consider offering comp time as a kind of perk for employees.

«Total compensation is down, part - time workers aren't getting as many hours, and there are fewer hourly employees who are working full time,» said Susan Woodward, the economist who helped to develop the survey.

While the International Mobility Program will certainly help a few American companies to «park» their foreign employees in Canada during this tumultuous time, it's the broader policy changes that will tangibly impact the tech community at home, as well as foreigners seeking a safe and stimulating place to innovate.

Compensating your contractors for their time and skills will establish your company as a destination of choice for freelance employees, boosting your ability to attract the top talent.

In a non-union environment, employers can dump employees any time, for virtually any reason as long as it doesn't violate human rights laws.

«Employees who forfeit their vacation days do not perform as well as those who use all their time,» Denis says.

In the ROWE environment I worked in there were no vacation days or holidays either, because at least in theory an employee could take 5 vacation days a week, every week, so long as he or she could get the work done in the remaining time.

When employees don't get the tools, training, time, development, expectations, vision, or resources they need to do their jobs well, they experience low morale; they stop caring and they stop trying, unfortunately, as early as the first few weeks on the job.

As an added dose of accountability, Brewster requires employees to spend time orienting the people they refer, which Brewster says improves the chances of retaining new recruits.

As Buffer has expanded from 25 employees to 64 (63 full time), so have costs for its (virtual) office supplies.

Charles Engler, CEO of Visual In - Seitz, a 40 - employee multimedia - presentation company in Rochester, N.Y., measures the time it takes his computer - support staff to respond to requests for repairs — as well as overall system downtime.

Last year, instead of paid time - off, Apple donated $ 50 per hour for volunteer work employees performed as part of its gift matching program.

Imagine a company like Uber, which thrives on a contractor model, having suddenly to bring in all its drivers as full - time employees (which several states are pushing).

A 360 - degree review is a great time for ideas to surface, as it's an open discussion between employer and employee.

Amazon was hit hard by The New York Times this Saturday, with the publication of a highly critical piece depicting the e-commerce giant as a brutal place to work where employees are treated with disrespect.

Employees look forward to these meetings as a time to get together and learn what's going on, but there's another reason employees are impatient for these meetings: FEmployees look forward to these meetings as a time to get together and learn what's going on, but there's another reason employees are impatient for these meetings: Femployees are impatient for these meetings: Free food!

So Kim, who at the time was earning minimum wage as a personal trainer and campus employee, invested about $ 1,000 into the stock market.