Sentences with phrase «well at the employee»

In 1985, this provision was extended to state and local employees as well at the employee's option.

Not exact matches

By introducing mandatory pension schemes, the government is securing the financial future of the country and offering employees better terms at the same time.

«Businesses have made the case that they need to be able to treat their employees equally, and they need to retain the best employees,» says M. V. Lee Badgett, a professor of economics at the University of Massachusetts Amherst.»

When they were breathing well - ventilated air, with roughly the same low CO2 content as in a «green» building, the employees were 172 percent better at applying knowledge to a problem, and 97 percent more effective at responding to a crisis.

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.

According to an American Psychological Association study, «Almost all employees (93 percent) who reported feeling valued say they are motivated to do their best at work.»

Plus it's a nice way to evaluate how well a candidate «manages up,» something that great employees typically excel at doing.

«The work that they've done designing and executing on their engine is really impressive,» says Jory Bell, partner at Playground, which had former SpaceX employees study Relativity's architecture before deciding to invest in its Series A. «And every technical decision they've made is optimized not only to serve their initial market, but to scale up as well.»

Many people agree that giving employees an ownership stake, especially at a startup, is a surefire way to motivate them to bring their very best to the company.

Every employer at some point has hired an employee who simply wasn't a good fit for the company.

Encouragement and appreciation can also prompt employees to give you their best work, as evidenced by a study conducted at the Wharton School of the University of Pennsylvania.

The investigation followed a report by Reveal on Sunday alleging that Tesla under - counted and mis - labeled employee injuries at its electric vehicle factory in Fremont, California, as well as a paint shop fire that occurred there in early April.

But research suggests everyone — employee, company, the culture at large — would be be better off if more of us took a real mid-day break.

But it's very good at answering those questions that get asked over and over again so your employees can get back to things that matter.»

With any expenditure aimed at bettering employees, the environment, and community instead of maximizing profits for shareholders, there arises the conflict between shareholders and corporate social responsibility.

If you're having trouble, one good way to get information for a job analysis is to talk to employees and supervisors at other companies that have similar positions.

Giving employees a day at home allows them to better integrate their home and work lives — for example, they might be able to put their young children to bed due to the lack of an evening commute — and will make them grateful.

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.

Most managers are concerned with how to retain their best or «rock - star» employees, particularly at a time when they may be unsettled with redundancies in other areas of the business, yet many manager

At the end of the day, you want your employees to be comfortable, enjoy their place of work and have everything that they need to do the best job possible.

You don't necessarily have to prioritize quantity over quality, either: According to a meta - analysis by Gallup, one determinant of positive employee attitudes — in addition to having learning opportunities and adequate office supplies — is answering yes to the question «I have a best friend at work.»

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.

Provincial instructors focused on two main areas: document use, aimed at helping workers better understand specialized blueprints, and numeracy, aimed at reducing the measurement errors caused by metric - trained employees working in an imperial - measurement environment.

This belief is held by other companies, as well: The Container Store is known for giving its new employees 300 hours of paid training in their first year at the company.

«But also we've found the hiring process is much better if you've got recruiters embedded within the company and they're much more proficient in telling potential employees about some of the benefits and the way the company works and really playing up the positive aspects rather than just saying, «OK, here's a list of five companies that are hiring at the moment; we're happy to make intros to you.»»

Good Eggs, a farm - to - home grocery - delivery service with $ 50 million in venture funding, laid off 140 of its 300 employees at the end of the summer, shuttering its service in Los Angeles, New York and New Orleans to focus on San Francisco, where it launched in 2011.

At Code School, we do this by setting aside one day every month where we encourage our employees to work on anything that makes them better at their joAt Code School, we do this by setting aside one day every month where we encourage our employees to work on anything that makes them better at their joat their job.

When mistakes happen, look at it as a teachable moment not just for the employee but the leaders as well.

To truly build employee loyalty, the best leaders allow their most valued workers to have a seat at the table to make decisions and exercise influence over things that matter in the business.

One group looked at the effect of sleep loss on productivity at four American companies and found employees who weren't sleeping well or enough to be roughly twice as likely to report difficulties with time management, decision - making and motivation.

One of the most interesting Gallup Q12 survey questions focuses on whether an employee has a best friend at work.

If all the employees at a company aren't sleeping well, their office might have something to do with it.

Professionally, one of the biggest challenges remains hiring and retaining good employees at a startup.

It's also best for all parties involved if an employee's compensation structure is changed only once, if at all.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

In the first week Feld's plan keeps the usual onboarding essentials in place (though hopefully better run than the shambles facing new employees at many companies) but adds an immersion in front - line customer care in weeks two and three.

The holiday season is prime time at many small businesses, and they may not have enough staff to accommodate the extra work as well as the time off many employees want.

«In start - up companies, it's all about «who do I trust» and sometimes nepotism will come in,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suit.

If you can't offer salaries that are at or exceed your competition, then there may be other options such as providing better employee benefits and work - life balance programs than competitors.

While there's nothing wrong with enjoying the thrill that comes along with running a company that is performing at its very best and generating lots of sales, as a leader, it's important not to forget exactly who is making those numbers go through the roof — your employees.

It's not a fluke that ONEC's employees are good at spotting opportunities.

On average, 80 % of employees were engaged at Platinum Level Best employers this year.

Keep an eye out for employees who inspire you to be your best — and be sure to reward those whose performance lifts the bar at the business.

Just as it's unsafe to drive so fast at night that you «overdrive your headlights,» a young company can outrun and outgrow its own energy and enthusiasm, among not just its customers, but its best employees as well.

He eats healthier, exercises more regularly, gets better sleep; he leaves work at the office and focuses wholly on his family when he's home, and he's curbed his habit of being short with his employees.

The limited number of entries, exits and check - out locations at stores like Walmart, Home Depot and Canadian Tire not only make for better in - store logistics, but also require fewer employees on the floor.

A charitable commitment at your office gives your employees an opportunity to be part of something larger, something that feels good.

If you think about the best employees at your company, what qualities do they have?

When employees feel a sense of belonging, via meaningful relationships at the office, they feel better about where they work.

Natural lighting helps employees sleep better at night, therefore making them more productive during the day.