How Federal Express makes your package its most important

Article Abstract:

Federal Express Corp's total commitment to customer service has led to the development of a 'pay-for-performance and a pay-for-knowledge program' designed to make employees well-trained and knowledgeable. The company's human resource development department has introduced the interactive video training, which educates employees on various subjects including customer etiquette, local and international products and services, and package delivery. Job-knowledge testing is also being carried out to identify the areas where employees need further training. Another training program that is being introduced to employees pertains to the use of identification codes in sorting packages. The efforts of Federal Express to continually upgrade its customer service has earned it the Malcolm Baldrige National Quality Award in 1990 and Personnel Journal's 1992 Optimas Award in Competitive Advantage.

Air courier services, Local trucking, without storage, Methods, Usage, Services, Training, Customer service, Employee training, FedEx Express, Interactive video systems, Personnel Journal (Periodical)

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AT&T wins the Baldrige

Article Abstract:

AT&T's Universal Card Services Corp won in the service category of the Malcolm Baldrige National Quality Award on Oct 1992. This victory came much sooner than planned since the original goal was to win the award by 1994. The company attributes its success to its quality program concerned with customer and employee delight, and continuous improvement. Harold W. Burlingame, senior vice president of human resources, believes that employees are also significant in providing quality service. Over 100 quality indicators are measured everyday from timeliness of responses to how phones are answered. In turn, employees are given a bonus of 12% of their salaries everytime they achieve quality goals. Applicants also undergo extensive testing prior to hiring. Once accepted in the company, 84 hours of training are required plus an eight-week orientation for new customer service personnel.

Personal credit institutions, Short-term business credit, Credit and debit card industry, Credit card industry, AT&T Universal Card Services Corp.

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Homeless workers contradict myths

Article Abstract:

TW Recreational Services Inc (TWR) has resolved its problem of seasonal employee shortage by hiring homeless people in transitional shelters. In the past, the company always had difficulty finding staff to work at Yellowstone National Park for the last three months before the park closed for the winter. Students who worked in the summer could not be counted on because they would have been back in school by that time. TWR came into contact with the Salt Lake Community Shelter and Resource Center and found it to be a valuable source of labor. Since 1990, the firm has employed about 200 homeless individuals through the center. The arrangement works well for both TWR and the homeless. The company gets personnel who are eager to work and receptive to training while homeless individuals are given food, a place to live and a job.

Amusement and recreation, not elsewhere classified, Rooming and boarding houses, Cover Story, Recruiting, Employment, Homeless persons, Flagstar Corp. TW Recreational Services

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