Sheraton remodels a hotel and a service plan

Article Abstract:

The Sheraton Palace Hotel (San Francisco, CA) closed its doors in 1989 for remodeling, laid off its staff of 425 service employees and managers, including union members, and then recalled about 60% of them when the hotel reopened over two years later. About a year before the shutdown, the Sheraton's human resources (HR) department began 'effects bargaining' negotiations, as required by law, with its service employees' unions. Employees were told of the plans in two meetings 90 days prior to the closing. About 60% of the employees selected the right to be recalled instead of receiving severance pay. Laid-off employees were kept informed of the remodeling progress through a monthly newsletter produced by the Sheraton and its public relations firm. A general, mass interviewing session was held before the reopening, followed by personal interviews later. Management decided to upgrade the Sheraton's employee manuals and training programs before reopening. Training sessions began a month before the reopening, followed by a final test in which half the managers pretended to be customers and hotel personnel performed their regular jobs.

Hotels and motels, Customer service, Layoffs, Sheraton Palace Hotel, San Francisco, California

---

Downshifters: workers are scaling back. Are you ready?

Article Abstract:

An increasing number of employees are saying they have had it with the corporate rat race and are scaling back at work to enjoy the pleasures of life that their hectic work schedule had not allowed them to savor in the past. These so-called 'downshifters' are not worried about having jobs, substantial amounts of money, or fabulous homes and cars. What they really want is to be whole persons who are able to satisfy the responsibilities of their family lives, work lives and community lives all at the same time. Some of these downshifters want to break out of the corporate mold temporarily or permanently while others just want to work less. Companies and human resources managers should recognize this emerging trend and find ways to satisfy the demands of this stressed-out group of employees who want to enjoy life to the fullest.

Cover Story, Work and family

---

How federally funded training helps business

Article Abstract:

The Job Training Partnership Act (JTPA) is a federally funded job-skills training program that provides disabled individuals, minorities and women with the necessary job qualifications to gain employment in participating companies. Employers who participate in the JTPA program are provided with referrals of qualified individuals from the locality and are given cost reimbursements for training these individuals. A customized training contract is signed for every individual trained and hired by employers under the JTPA. Private Industry Councils are responsible for funding the JTPA and providing the referrals. Companies that have actively participated and benefited from the JTPA program are Ross Stores Inc and Marriott Corp.

Eating places, Department stores, Family clothing stores, Usage, Services, Occupational training, Ross Stores Inc., Marriott Corp., Private Industry Council

Similar abstracts:

• Abstracts: New national agreement. Switzerland: collective bargaining in 2003. Negotiators struggle with inflationary pressures
• Abstracts: Integrate workplace paradox. Are your temps doing their best?
• Abstracts: Global HR inroads paved at conference: HR pioneers explore the road less travelled. The global talent search
• Abstracts: Work/family ideas that break boundaries. Loans help laid-off employees find new careers. 24-hour employees
• Abstracts: Opportunities for HRIS careers; selling management on an HR system. Time-efficient software evaluation; integrating HRIS and payroll data

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.