Open the corporate closet to sexual orientation issues

Article Abstract:

Gay and lesbian employee issues continue to be ignored even though companies are become increasingly aware of the benefits of valuing diversity in the workplace. Many organizations are now welcoming multicultural employees because a diverse workforce can help increase their competitiveness in a diverse marketplace. Also, valuing people of various backgrounds and demographics helps companies attract and retain talented employees. However, efforts to create a diverse workplace have seldom extended to gay and lesbian employees. The issue of homosexuality is believed to be overlooked in diversity issues because HR professionals know very little of such issues and homosexual employees themselves have not been aggressive in pushing the issue. Firms cannot afford to ignore the needs of their gay employees for long. They risk losing talented workers, raising their recruitment and training costs, and lowering employee morale and productivity.

Gays, Analysis, Employment

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Clear the air

Article Abstract:

US Steel's (USS) Clairton Works (Clairton, PA) has reduced air-pollution emission accidents and improved its reputation through Continuous Improvement to the Environment (CITE), the environmental training program that was implemented in 1989. All 1,600 of Clairton Works' employees will have gone through 40 hours of classroom training by Dec 1992. USS considered the demographics of its work force when developing CITE. Most of the employees were over 40 years of age and had no more than a 12th-grade education, which meant that they had not been in a classroom for several years. The graduates of the course receive a certificate of completion and a small replica of a hard hat with the CITE logo on it. Employees' response to the program has been overwhelmingly positive.

Blast furnaces and steel mills, Case studies, Training, Steel industry, Environmental education, United States Steel Corp. Clairton Works

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Training helps United go global

Article Abstract:

The globalization of United Airlines Inc required a retraining of its employees. The former domestic airline recognized the need for its employees to gain international awareness if they are to give 'world-class' service to their international customers. To achieve this goal, United launched an 18-month training program for all its customer service and in-flight employees. The program tackles technical issues pertaining to international travel and cultural differences in relation to customer service. Employees are expected to gain better knowledge of the international marketplace, enhance service and presentation skills and improve their professional image. Cultural fluency is making United more responsive to the needs of its international clientele.

Air transportation, scheduled, Management, Services, International aspects, Airlines, Customer service, Employee training, United Air Lines Inc.

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