Six months after we started, in 1964, there was a day when we sold only seven sandwiches. If we'd taken all the money from the register, we couldn't have paid an employee, much less the food or the rent or all that. It could have been a turning point. We could have given up.
You know, I think the greatest gift in the world is a good employee, you know, or people who can do your work for you and do it well the way you'd like to have it done. And I've always been able to surround myself with really good people.
The biggest job we have is to teach a newly hired employee how to fail intelligently. We have to train him to experiment over and over and to keep on trying and failing until he learns what will work.
Occasionally, I make waffles for breakfast for any employee who wants to talk to me. I make them around 8 A.M. as an incentive for people to show up early.
San Francisco businesses face many challenges, including high rents, regulatory burdens, and the rising cost of workers compensation insurance and employee health plans.
The tech company needs to win in the war for talent. This means much greater focus on the employee, not simply as cog in the machine, but vital member of a programming team in a race against time and competitors. Wall Street is up-or-out, dog-eat-dog, survival of the fittest.
The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.
I've done a number of things in the spirit of employee motivation. I tend to be a storyteller and a student of history. I often tell stories of great battles, like the battle of Thermopylae, to inspire teams who face what appear to be insurmountable odds.
We believe Ineos is a refreshing place to work. We believe strongly in employee share ownership.
Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.
Companies can't offer every employee a vertical rise through the ranks, and some employees' careers will level off. Without the prospects of further advancement, how do you keep these people satisfied throughout what might now be a longer working life? By providing them with an increased level of autonomy.
I would say that as a government employee, I am subject to the Hatch Act.
Every new HubSpot employee has to go through training to learn how to use the software. That's a good idea, and it also keeps me from having to worry about what I'm supposed to be doing here or why Cranium, who hired me, still has never come by to say hello or talk about what he wants me to work on.
Trump started his foundation in 1987 to give away the proceeds from his book 'The Art of the Deal.' It has no paid employees and a board of five: Trump, three of his children, and a longtime Trump Organization employee. They all work a half-hour per week, according to the foundation's most recent Internal Revenue Service filing.
A businessman admits that he 'let go' an employee because he was a Sunni Muslim. You simply have to look after yourself, he explains. I am shocked, like a good Westerner should be.
I could try to incorporate or reflect in my models what it is that an employee, manager, or entrepreneur does: to recognize that most are engaged in their work, form expectations and evolve beliefs, solve problems, and have ideas. Trying to put these people into economic models became my project.
More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.
There's a good amount of research out there that shows generous parental leave policies have a significant positive impact on employee retention and morale.
Hell will freeze over before this CEO implements another employee benefit in this culture.
