Telephone job posting cuts costs

Article Abstract:

AMP Inc's 'Career Opportunities Program' proved to be an effective means of providing information on various job openings within the company. The flexibility with which the HR staff undertook the process of developing a telephone job posting system proved beneficial to the company. A job-posting study was first conducted to determine the most effecient method of announcing available positions within the company. Surveys were then conducted to discover how managers and employees perceived the job posting concept after which approval of the planning committee on the system's implementation was sought. The telephone-based system was chosen over the traditional bulletin board and the more conventional computer, as it offered the easiest access, round the clock availability, least paperwork and was adaptable to company's voice-mail system. The actual implementation of the telephone job posting system facilitated the internal recruitment process which likewise decreased outside recruitment costs.

Electronic Components and Accessories, Evaluation, Help-wanted advertising, Help wanted advertising

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Motorola's HR learns the value of teams firsthand

Article Abstract:

The HR departments of many companies become so involved in implementing the team concept in their organization's other business functions that they often forget that they also need to develop an effective team-building program for their own people. Because HR professionals spend a lot of time and effort in helping business units with team implementation, they tend to think of themselves as members of their business unit rather than as members of an HR team. The personnel department of Schaumburg, IL-based Motorola Inc. remedied this situation by developing and implementing a team-building program specifically designed for its HR practitioners. The HR function's new team-oriented approach has proven effective in strengthening the relationships among the members of the department. This, in turn, has helped them face the challenges posed by Motorola's accelerated growth.

Other Electrical Equipment and Component Manufacturing, Electronics, Work groups, Teamwork (Workplace), Motorola Inc., MOT

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Sharing the burden of college tuition

Article Abstract:

AMP Inc. introduced its post-secondary scholarship program for the children of its employees in 1995. Unlike other companies, which usually offer dependent scholarships only in their homebase countries, AMP provided its scholarship program to children of employees in all of its 47 operating countries. Altruism is one of the reasons why the company decided to offer such a program, but the return on investment to the bottom line was a principal factor in introducing the scholarship. It provided the company with an opportunity to develop a skilled global workforce in the long term and attract and retain the best people in the short term. AMP Inc. was able to develop universal criteria that would apply to each of the 47 countries where the company operates. Moreover, the program considered the educational and cultural diversity of the global workforce of the company.

Electronic Connector Manufacturing, Current-Carrying Wiring Device Manufacturing, Electronic Connectors, Educational Benefit Plans, Current Carrying Wiring Eqp, Methods, Electrical equipment and supplies industry, Electric equipment industry, Employee retention, Electric wiring, Student financial aid, AMP, Employer-supported education, Employer supported education

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