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Exceptional Customer Service Takes the 'Ritz' Touch

January 1, 1999
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The Ritz-Carlton throws a lot of money and energy at training its 16,000 employees. Of course, maintaining such standards is no easy challenge.
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There's a Fine Line Between Self-service and Self-serving

October 1, 1998
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HR loves self-service technology because it frees you from administrivia. Employees love it too—when it's done right. However, inefficient or user-unfriendly systems require employees to revert back to old processes. Bottom line: Take the time to design a
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Making Dollars and Sense Out of Employee Self Service

July 1, 1998
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In the murky netherworld of technology costs and benefits, many organizations don't bother to fully study the financial impact of ESS. That's a mistake. Make an effort to assess your ROI before moving forward.
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Don't Forget the Hidden Costs of Employee Self-Service

July 1, 1998
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There are several indirect costs when implementing an employee self-service system. Factor in all of the following.
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Building a Self Service Culture that Works

July 1, 1998
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Today's sophisticated employee self-service software can cut costs and produce huge gains for HR. But success hinges on more than great technology. ESS is a huge cultural shift that requires the full attention of human resources.
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Owens-Corning's Reward Program

February 1, 1998
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The Optimas article in the February issue of Workforce featuring Owens-Corning described its Rewards and Resources program. Following is information excerpted from "Rewards and Resources Program: The Details," distributed to Owens-Corning employees to communicate the highlights of the plan.
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Use HR Systems as Drivers of Strategy

February 1, 1998
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Workforce talked with Greg Thomson, senior vice president of human resources at Owens-Corning, about the Rewards and Resources program.
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1998 Service Optimas Award Profile Owens-Corning

February 1, 1998
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The company scrapped its existing compensation and benefits programs and completely overhauled every element of them to create a variable compensation and flexible benefits program that’s tied to performance.
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1997 Service Optimas Award ProfileBRContinental Airlines

July 1, 1997
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Lousy customer service, lost bags and a poor on-time record-coupled with two bankruptcies-made Continental the laughingstock of the airline industry. Incentive pay, streamlined policies, and aggressive communication have fueled a total turnaround.
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