Efforts to manage its changing workforce—which began in the mid-1970s—have paid off for US West. The key has been to look at diversity as a philosophy, not a program.
In one year, Federal Express was looking at a savings of $3.5 million.
FedEx meets its commitment to customer satisfaction through training, training and more training. Each employee's initial orientation period is followed by proficiency tests every six months and remedial training for those who need it. The program is also supported by training delivery using the latest technology and pay tied to proficiencies.
After buying a European appliance manufacturer in1989, Whirlpool faced being a global operation for the first time. HR used a global leadership conference to address the issues, and created 15 global project teams to solve problems.
The human resources strategic diagnostic is First Chicago's way of overcoming such tunnel vision and objectively prioritizing all issues related to HR management.
HR transformed itself from an administrative function to a strategic player. In addition, a strategic diagnostic defines and assesses the economy, demographics and education to help HR shape its objectives.
Marriott has a whole department dedicated to help employees balance the demands of work and family. The department has taken many steps to help, ranging from on-site child-care to a resource and referral network.
The company's Retail Operations Intelligence (ROI) system is a powerful software tool that helps its store managers focus on training and customer service. The system schedules crew, offers interview questions, produces sales projections and more.
In anticipation of expected labor shortages and declining productivity in the service industry, HR engineers helped design a hotel that requires minimal staffing level.
A unique training program that taught employees how their jobs contribute to the overall process has helped US Steel meet stringent environmental standard.
A unique labor/management partnership helped General Motors' start-up division meet quality goals and deliver a product to compete with the best of the import cars.
HR at Allied Signal created the first nationwide managed health care system. Called the Health Care Connection, the plan combines features of HMOs with elements of traditional indemnity plans.
Allergan's HR department has been structured and restructured to meet the demands of a growing business. Even HR professionals at Allergan don't have a name for the structure, but they have managed to sustain a function that's both centralized and decentr
Through partnerships with a local community college and a local secondary school, Capital Holding has developed a pipeline of bright, dedicated employees.
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