Training at IBM's Human Resource Service Center: linking people, technology, and HR processes

Article Abstract:

Training, along with technology, is a critical factor to the success of IBM's Human Resource Service Center. Employees requiring appropriate training at the center are the Customer Service Representatives (CSRs), who answer basic HR program questions, and Program Specialists, who are responsible for more complex HR matters. CSRs are provided three different types of training. The first is an intensive three-week training for new CSRs to help them build sufficient HR knowledge. The second training is a refresher training, which fortifies the subject matter knowledge of CSRs on specific programs. The third type of training is given when a new program is introduced. Meanwhile, Program Specialists are required to determine their own training needs and ascertain when training is necessary. Their training can be on the job training, classroom training or new program roll-out training.

Electronic computers, Computers, Electronic Computer Manufacturing, Employee Training, Computer industry, International Business Machines Corp., IBM, Training

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The SHRM Learning System - a brief history

Article Abstract:

The Human Resources (HR) Learning System of the Society for Human Resource Management (SHRM) is a learning tool for HR students and professionals preparing for the HR Certification Institute's examinations or pursuing general professional development. Those who intend to use the Learning System can choose from different formats, including self-study, instructor-led, intranet or licensed corporate sites. This tool involves text materials as well as computer-based materials, which come with progress quizzes, videotapes and Web sites for supplementary or collateral information. The original version of the system was released in 1998 by the American Society for Personnel Administration, which later became the SHRM, and Golle and Holmes Customs Education. The origins and evolution of the system are described.

Equipment and supplies, Information services, Professional education, Society for Human Resource Management

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Increasing manufacturing effectiveness through joint union/management cooperation

Article Abstract:

Union/management cooperation increases manufacturing effectiveness. Scott Paper Co is an apt and unique illustration of an effective union/management cooperation. The firm experienced the most number of labor strikes in the primary mill segment of the paper industry from roughly 1964-1989. It became the first paper company to approach the union to work together on an international level. Both sides found it difficult to accept the notion of working with each other. The initiative was a profound organizational change and created issues on both sides, some of which were terribly difficult to come to terms with. Many major shifts occurred between 1989 and 1995 including a radical change in traditional union and management roles and in the collective bargaining process.

PAPER AND ALLIED PRODUCTS, Paper & Allied Products, Paper Manufacturing, Labor Relations, Methods, Paper products industry, Paper industry, Participatory management, Scott Paper Co.

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