Employees get a sinking feeling when they look at their paychecks and they’re wrong! If they believe the payroll department didn’t calculate their overtime properly or deducted too much for their health insurance, the first thing they do is reach for the telephone. Then, the payroll staff has to drop everything and reconstruct what happened to determine if they were paid the proper amount.
Monthly Archives: October, 2001
Like many manufacturers in America, BOCE is in the midst of a major slowdown, according to Tom Connelly, North American supply manager for the Wilmington, Massachusetts, company. Demand in the semi-conductor industry for its vacuum pumps, turbo molecular pumps and temperature control units is down.
Jane Drasites, Director, Benefits Delivery for BP Amoco, swears that the first year in an outsourcing relationship is just like a marriage. Some marriages don’t work very well. When Amoco (prior to its merger with BP) signed an agreement in 1993 for Hewitt Associates to handle its HR functions, it was positive it had found the right mate. Unfortunately, they didn’t go for some counseling before they tied the knot, and the honeymoon didn’t last long.
As little as five years ago, when you needed to train employees, there were three basic options for doing it-sit the employee down with a video, partner that employee with a more experienced employee, or put a group of them in front of an instructor. Those weren’t terrible ways to train employees, but they weren’t the most effective.\x0d\x0aToday, the Internet gives training new meaning, new interaction and new power by leveraging the flexibility of e-Learning.
For Quill, a mail order office supply retailer based in the Chicago suburb of Lincolnshire, eCommerce in the late 1990s was a lucrative and untapped marketing channel. Its first Web site, launched in 1996, was rudimentary. We figured that everybody has one, so we better get one up, too. We did not pay a lot of attention to it. It was not a focused effort, says Lisa Iannuzzelli, senior Internet marketing manager. Email marketing, which Quill decided to do itself, included converting its printed newsletters to email.
Outsourcing suppliers are responsive in a crisis. Forty-five minutes after the first plane hit the World Trade Center, Compaq executives were on the phone, putting together a triage of support for its eight financial clients with Recover-All contracts as well as its many other customers headquartered in the twin towers. Tom Simmons, vice president of Compaq Managed Services in Stowe, Massachusetts, says within three hours Compaq had organized a crisis center routing telephone questions to Colorado Springs and opened a walk-in facility near Madison Square Garden manned by its Northeast sales team. A crisis Web site was online that night.
Burlington Resources, Inc., which is involved in the exploration, development and production of hydrocarbons, ranks first among U.S. independent oil and gas companies, in terms of proved U.S. reserves. It’s a company with the diverse global opportunities and financial strength of a major oil company, but it is also blessed with the entrepreneurial spirit, flexibility and responsiveness of an independent operator. If there was anything that might impede its ability to grow and remain competitive in its industry, Burlington would take steps to rectify that situation.
The first and most important step in developing an effective SLA is to ask the right questions. This article will give you those questions and some background on how to choose the right answers.
As the 20th century closed, the winds of change blew at gale force in marketing and media, harkening the arrival of the Internet. A revolutionary communicative medium was permeating America and the world. The avenues of business were not unlike the midway of a carnival concerning the new marketing channel with barkers shouting strange terms: e Commerce, IT, New Media, Dot Com.
If you’re a patient in the emergency room, you definitely want that hospital or trauma center to have all the necessary supplies on hand — from IVs and blood plasma to bandages and syringes. But the hospital can’t keep everything on hand; it’s in the patient care business, not inventory warehousing. So the doctors and nurses rely on medical distributors to be sure they have what’s needed — or can deliver it in a couple of hours for an emergency. Many of them depend on Owens & Minor, Inc. (O&M) and, in outsourcing their supplies process to O&M, they enjoy the added advantage of reduced costs.