Sentences with phrase «time employees spending»

«It's important that managers keep watch over how much time employees spend at the office.»

For employers, NowRx can improve worker productivity by eliminating time employees spend having prescriptions filled off - campus.

students who were already employed typically keep their salary and benefits (such as pension payments); the EPSRC reimburses companies for the time employees spend taking classes.

They're doing some very creative things, including expressly rewarding the non-billable time employees spend thinking up innovative ways to improve the firm.

Premiums will depend on the number of vehicles you're insuring, the auto theft rate in your area and the amount of time your employees spend behind the wheel.

Dynamic and hard - working Timekeeper with eight years of experience in keeping records of the time the employees spend at work; with solid knowledge of the policies and regulations in the field and with the ability to establish and maintain strong relations with employees

Not exact matches

González Franch has run AI alongside CEO Tomas Bello Garza for almost 30 years, and by their own admission the broader well - being of their 4,000 employees wasn't something they'd spent a lot of time thinking about.

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.

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.

Also, since many employees spend a lot of time in the workplace, an employer can also reduce the chances of them getting sick in the first place by promoting a clean, safe, and healthy office environment.

Yet despite the trendiness and numerous health benefits of getting out of the office from time to time, most employees still spend way too much time planted in front of their computers.

A McKinsey study found that employees spend nearly 20 percent of their time looking for information or tracking down colleagues to help with specific tasks.

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).

Employees spend the majority of their waking lives at work where they spend the majority of their time apathetic and uninspired.

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.

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.

Most businesses and dedicated employees spend at least some of their time considering the ways that they might be able to maximize efficiency and productivity in the workplace.

Their employees volunteered about 188,000 hours in communities in 47 countries, with more than 40 % of their time spent devoted to providing their unique talents and abilities (skills - based volunteering).

By spending time with employees and clients, a good rapport is established.

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

Unlike a traditional first - day orientation, where an employee generally spends a good chunk of time signing forms for Human Resources and reviewing the policies of the organization, onboarding is intended to be a multi-faceted approach.

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.

Mobile employees lose their ability to work effectively, IT personnel spend time replacing and reconfiguring equipment, and customers wait for you to get back up to speed.

Spoke can answer employee inquiries via an app, in Slack, or by way of email or text, with the idea being that it will save your employees the time they'd normally spend asking questions or fielding them and keep your office running smoothly.

Research shows that customers spend more, employees accomplish more, and vendors are more likely to pay on time, if they're thanked regularly.

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.

To those ends, the company is pushing for employees and managers to spend more time talking with one another.

There are all sort of techniques to reduce the amount of time you spend in useless meetings, from team - wide initiatives like having employees «pay» for meetings and simple gizmos that nudge people to use their time more effectively, to personal strategies for winnowing the number of meetings you're obliged to accept.

An employee who spends 250 days a year with his employer, who spends more time at the office than with his or her own children on any week day, is investing most of their human experience with that employer.

All the time spent running circles makes employees feel busier than ever.

So maybe today is the day to spend a little time and effort appreciating and nurturing your best, most dependable employees.

Managers spend lots of time trying to figure out how to keep their employees happy, but when it comes to sales people they tend to think of things strictly in monetary terms.

Things like interruptions, client demands, employee issues, and spending time in the small details may come to mind.

You should allow and budget for your employees to spend a portion of their time building anything they want for the company.

Although Fiasco Gelato has regular meetings, huddles and lunches with the intent of igniting collective creativity and innovation, Boettcher doesn't watch when his employees come and go, and has never denied a vacation request: «You don't track the time people spend thinking about how the business is going to get to the next level, so, why would I track their time off?»

Upon logging in, employees who use the app are asked to rate how they feel (1 to 10) and then given options to log the activities they did that day (i.e. — «ate a healthy meal» or «spent time outside.»)

Meanwhile, open - concept workplaces with nap pods and beanbag chairs meant employees spent more time in contact with their co-workers.

As you think about where your team is headed next year, spend some time asking the questions above in relation to each employee.

IDrive, which produces an online - backup service, has spent more than $ 2 million on legal and settlement fees, as well as a year's worth of employee time defending itself, all for charges it says are entirely without merit.

Already, companies that use Slack have employees that spend about 20 percent of their time looking for information or looking for someone who has the information they need.

Interlandi Bell spent a lot of time worrying about training her employees and preparing tasks for them.

But you're far more likely to find engaged, productive employees who love their jobs, do great work and spend almost no time trawling LinkedIn.

Part of Facebook's spending will include hiring 10,000 more workers — a mixture of full - time and contract employees — to review questionable ads and other postings.

Over time, you'll collect enough data on how your employees spend their time to learn from various points of inefficiency.

They are (mostly, preferably) outsiders — they are outsiders on purpose — and so by definition they spend much less time in direct contact with the organization than, say, the CEO or other employees.

Every new employee, from finance to merchandising, spends time on the phone so they know what it's like.

For example, during the summer months, the National Football League cuts its employees loose at 2 p.m. on Fridays to lessen its employees» time spent at the office.

Customers can sense when employees are having fun and enjoying their jobs — and this attitude is contagious, which hopefully causes customers to spend much more time shopping.

Every employee, every team member makes some sacrifice to be part of the organization and sometimes that sacrifice comes at the expense of spending time with their family members.

You don't have to give big gifts, it might just mean spending a little extra time with a client or making a small contribution to a cause you know an employee holds dear.