Sentences with phrase «time employees on»

In fact, we have two full - time employees on staff with photography experience.

If you work for an employer with at least 50 full - time employees on staff, you should be offered a health insurance plan that will meet the requirements minimal essential coverage.

Over the next five months, seven of the twelve full - time employees on staff moved on, eventually replaced with new co-workers who shared our vision of a no - kill Tompkins County.

«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.

Global web development company with about 8 + years of experience and over 250 + full time employees on rolls.

For the sprawling effort to restore Puerto Rico's crippled electrical grid, the territory's state - owned utility has turned to a two - year - old company from Montana that had just two full - time employees on the day Hurricane Maria made landfall.

Amazon said it offers competitive pay and benefits to its full time employees on day one - including 20 weeks of paid leave.

We have four full - time employees on the show, not including me, and we are doing not only audio but also video.

One easy way to do this is to budget an additional 5 percent for writing a follow - up report of for helping to educate full - time employees on how to implement the project on which the contractor is working.

«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.

Not exact matches

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.»

The vast majority of the time, the problem needs to be handled one - on - one by the employee's manager.

«In terms of rights, the employee doesn't have the right to express political beliefs on employer time.

Once schedules are clear, set policies on how employees should track their time, including who they should report their hours to and how often they need to do so.

Now is a fitting time to reflect on those words and the principles that underlie them,» CEO Lloyd Blankfein told employees.

On March 26, 2015, Microsoft announced it would require many of its 2,000 contractors and vendors to provide their employees with 15 days of paid time off for sick days and vacation time.

Not only does it give employees more accessibility by having important information with them at all times, but it allows companies to cut on costs that would otherwise accrue.

On Tuesday, grocery - delivery service Instacart, which is also being sued by some of its independent contractors, said it would allow some of its workers to become part - time employees.

Entrepreneurs fall into a trap where they look at the time spent on a particular idea, project or employee and think they need to continue investing more time accordingly.

Management and supervisors can also force themselves to become more aware of their employees» habits and be on the lookout for things like stress or specific types of lifestyles that may force an employee to take more time off.

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.

Or, work with individual employees to set schedules that work for them — maybe they work four 10 - hour days or start at different times on Mondays and Wednesdays etc..

In some cases, when employees aren't behind the wheel it allows for more time to take calls, work on projects, check email or simply relax.

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.

So, while explicit employee data measurement won't be going anywhere any time soon, we'll also begin to see more reliance on implicit channels.

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.

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.

Butmany recruiters say they don't have time to do background checks and often admit to relying on gut instinct onselecting employees.

I believe that the latter leadership style is important at times — for example, for empowering employees or teams to handle objectives while you work on the business versus in the business.

«In connection with our transactions with Time Warner Cable and Bright House Networks last year, we reaffirmed this resolve, stating that we expected to hire 20,000 new employees at Charter, many in customer service,» the company said in a statement on March 24.

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).

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

Instead of hiring independent agents on commission, he brought in full - time employees and put them on the payroll with benefits.

When you ding salaried employees for showing up five minutes late even though they routinely stay late and put in time on the weekend, you send the message that policies take precedence over performance.

While Google's famous 20 percent rule has often been lauded for giving employees time to work on their passion, Eric Schmidt explains the real reason behind the initiative on «Masters of Scale.»

«Ethical companies will continue to respect their workers» time on nights and weekends, and businesses where the managers don't will continue to find ways to communicate with their employees» after hours, Desandre says.

This one statistic alone should make all employers more interested in boosting bliss: Truly cheerful employees spend about 80 % of their time at work doing what they're there to do; the least content spend only 40 % of their time on job - related activities, according to a survey by workplace happiness consultant and author Jessica Pryce - Jones.

The now 55 - employee firm builds tools for web publishers, from Al Jazeera to The New York Times, that bring to light data on where readers are clicking, why they stop reading and how to adapt their content to keep them coming back.

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.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

Concerns have also been expressed over possible pressure from businesses on employees to accept comp time over monetary compensation for overtime work, and whether voluntary overtime could be offered only in exchange for comp time.

You can also send an employee handbook ahead of time, so that new staff members aren't overwhelmed with information on the first day.

This is the time to get employees into training to upgrade skills, to catch up on yardwork or maintenance — activities that are difficult to undertake when things are ramping up.

Identify your requirements (like shift time, leave time, alert in cases of confrontations or when employees» desert their desks for longer periods) and accordingly zero in on a software.

It will add to the relaxing, separated atmosphere of the room and improve the break time your employees have on a regular basis.

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

Employees can spend more time on their core competency of selling rather than getting mired in onerous housekeeping tasks.

Late last year, Officevibe, the leader in employee engagement software, released an unprecedented, real - time report on the «State of Employee Engagement,» based on hundreds of thousands of answers from their customer survey semployee engagement software, released an unprecedented, real - time report on the «State of Employee Engagement,» based on hundreds of thousands of answers from their customer survey sEmployee Engagement,» based on hundreds of thousands of answers from their customer survey software.

Quarterly bonuses are granted to all full - time employees based on the company's achieving its quarterly goals, and every August, the company hosts an employee - wide meet - up called Seismic Activity in its San Diego headquarters, bringing together all employees from across the globe for a week of team building and celebration.