Honeywell International, Inc. (NYSE: HON) is a major conglomerate company that produces a variety of consumer products, engineering services, and aerospace systems for a wide variety of customers, from private consumers to major corporations and governments.
Honeywell is a Fortune 100 company with a workforce of approximately 128,000, of which approximately 58,000 are employed in the United States.[1] The company is headquartered in Morristown, New Jersey. Its current chief executive officer is David M. Cote. The company and its corporate predecessors were part of the Dow Jones Industrial Average Index from December 7, 1925 until February 9, 2008.
The current "Honeywell International Inc." is the product of a merger in which Honeywell Inc. was acquired by the much larger AlliedSignal in 1999. The company headquarters were consolidated to AlliedSignal's headquarters in Morristown, New Jersey; however the combined company chose the name "Honeywell" because of its superior brand recognition.
Honeywell has many brands that consumers may recognize. Some of the most recognizable products are its line of home thermostats (particularly the iconic round type), Garrett turbochargers, and automotive products sold under the names of Prestone, Fram, and Autolite.
When considering negligent hiring, supervision and retention, it is helpful to consider the pivotal 1993 case, Yunker vs. Honeywell, Inc. as an illustration of all three theories. In this particular case, Honeywell, Inc. employed a man who strangled a co-worker to death. He subsequently served a jail sentence form 1979-1984. Upon his release Honeywell rehired him as a custodian. When he began to express a romantic interest in his co-worker Kathleen Nesser, she avoided him. He then began to harass her on and off the job. Soon there after, Nesser found a death threat scratched into her locker at work. On July 11, the employee in question shot and killed Ms. Messer in her driveway. It would seem that the most obvious offense on the part of Honeywell, would be negligent hiring if, once an employee exhibits violent behavior, the company is discovered to have failed to conduct a proper background check before hiring the employee. Should an employee with a criminal record act out violently, that act might be considered foreseeable by the court simply because of the employee's history. However, the company could not be found liable for negligent hiring in this particular case because as a custodian, the employee did not have much contact with co-workers and the public. In other words, the extent of and employer's duty of reasonable care depends upon the responsibilities associated with the particular job.
The courts also discussed negligent supervision as a possible liability for Honeywell. Negligent supervision can be upheld if the employees are not properly supervised while on the job. The negligent supervision theory did not apply to the Honeywell case because the employee was not on company property or using company equipment when he shot Kathleen Nesser. Honeywell was not responsible for what the employee did off the job and as a result, the act was not considered foreseeable under the negligent supervision theory.
However, the court did find Honeywell liable for negligent retention despite disregarding the negligent hiring and supervision theories. If a company does not take action (investigation, reassignment, and termination) once it becomes aware that an employee is ""on notice,"" it can be found liable for negligent retention. Because this employee had a history of violence involving co-workers the company should take appropriate action against the employee before the situation escalated. Under the negligent retention theory, the employee's act was definitely foreseeable. Honeywell was responsible for providing Kathleen Nesser with a certain duty of care-that duty of care was neglected when the company failed to take action after Ms. Nesser found the threat scratched unto her locker.
The lesson to be learned from Yunker vs. Honeywell is that forseeability is a multifarious concept. Some people argue that all violent acts are foreseeable; some argue that no violent acts are foreseeable. However, when a violent act occurs in the workplace, opinions are academic; the company must be prepared to defend itself from negligence on all counts. Negligent hiring, supervision, and retention are all categories under which a company may be scrutinized should a lawsuit arise following an incident. Therefore, it is important for companies to make an effort to monitor and check current and future employee behavior. While background checks are important, it is equally important, it is equally important to educate managers and supervisors to keep their eyes and ears open for peculiar and/or irregular behavior. Employees should also be on the look out for changes in their co-workers behavior. Notifying the right person could mean the difference between a threat of violence and an act of violence. Similarly, management should treat all threats of violence very seriously, which means developing a plan of action to defuse the individual immediately upon hearing of the questionable behavior.
This role manages the sales activities in Korea for UOP's PT&E SBU's. The role includes management of personnel as well as specific client accountability. The role must establish a stable, beneficial relationship with the customer that will lead to further opportunities for UOP business prospects. The role must work closely with all SBU's to ensure resource allocation within Korea is consistent with overall UOP strategies.
Specific accountabilities include working closely with the North Asia Director to:
Achieve revenue targets in Korea from Licensing, first catalyst and adsorbent loads, engineering (new units and revamps), technical services (FOS and process troubleshooting), and equipment (PIC, Modular, Process Plants, Gas Processing, and Process Equipment)
Forecast sales in Korea - Project Description, full value revenue, timing, probabilities, payment terms, commission. Roll up Korea Forecast by 14th of each month.
Prepare Project Specific Sales Strategies, commercial arrangements, sales representative agreements and closure of sale.
Gather competitive intelligence for submission to Business Development Managers and Marketing.
Manage collection efforts with admin staff in Seoul office.
Participate in performance reviews, salary planning, and training for admin staff in Seoul office.
Prepare budget for Seoul with support of admin staff.
Work with customers to set expectations for UOP's service interaction by working closely with UOP's customer service manager in the Seoul office.
Complete win/loss reports for projects in a timely fashion.
Ensure employee satisfaction of direct reports with focus on employee retention.
Provide support as directed for the following unique activities:
Act as a gateway into UOP for customers in Korea. Provide needed background and context information to allow UOP to determine best path forward with specific customer needs and requests.
Assist SBU management with managing the interface with key clients.
Assist in identifying and communicating cross-SBU project opportunities to the relevant SBU.
Leadership: Must ensure overall Korea sales alignment and focus on UOP and SBU goals.
Communication: Must be able to develop strong working relationships both internally and externally. Must be effective in communicating goals and objectives. Must work closely with cross-SBU teams to prioritize use of resources to reflect overall UOP and customer needs.
Teamwork: skills must include ability to work across UOP SBU's and coordinate multiple perspectives and driving forces, additionally must be able to maximize sharing of best practices
Technical excellence: skills must include some level of UOP technical expertise to allow sales provision as well as interface management for the assigned projects.
Global Perspective: must have the ability to coordinate strategies and tactics across Korea with recognition of local culture and business processes.
Business focus: skills must include ability to recognize resource allocation needs considering UOP revenue enhancement and risk management
Innovation: skills must include ability to consider new ways to deliver UOP's technology to the market
Local language skills desirable
Ability to understand and manage internal and external needs, perspectives and driving forces and to ensure that any internal differences do not impact the customer relationship or the delivery of the customer 's immediate request
Are you currently experiencing, or are you fearful of experiencing, an increasing turnover rate as global competition for talent drives more and more organizations to directly target your employees?
It’s no secret that demand for skilled labor in specific talent pools currently exceeds the available supply of local, and in some cases regional, talent in today’s labor market. This fact is driving organizations to become significantly more aggressive at targeting the talent of weaker organizations. If you want to develop an approach to block the raiding, read on.
As an avid advocate of poaching away top talent, I am well aware of the arsenal of approaches that recruiters use to poach talent from competing organizations and related industries. Like many of you, I am also aware that organizations with stronger brands will invariably be targeted by recruiters; it’s the price organizations pay for being a popular place to work.
This multi-part article leverages my learnings relevant to both poaching and employment branding to explain why poaching happens and what companies can do to limit it or block it completely.
The first lesson is to invest as much effort into protecting your people as you do other corporate resources like computers.
Organizations often employ all sorts of sophisticated security to keep someone from stealing computers, trade secrets, and other equipment, so why shouldn’t you leverage the same level of sophistication in your protection system that prevent your most valuable assets (employees) from walking out the door and going to a competitor?
While nearly all corporate resources depreciate in value over time, many talent resources appreciate in value thanks in part to on-the-job development, training, and work specialization. You have invested in creating millions of dollars of intellectual capital; unfortunately, most if it resides in resources that have legs!
Honeywell is a Fortune 100 company with a workforce of approximately 128,000, of which approximately 58,000 are employed in the United States.[1] The company is headquartered in Morristown, New Jersey. Its current chief executive officer is David M. Cote. The company and its corporate predecessors were part of the Dow Jones Industrial Average Index from December 7, 1925 until February 9, 2008.
The current "Honeywell International Inc." is the product of a merger in which Honeywell Inc. was acquired by the much larger AlliedSignal in 1999. The company headquarters were consolidated to AlliedSignal's headquarters in Morristown, New Jersey; however the combined company chose the name "Honeywell" because of its superior brand recognition.
Honeywell has many brands that consumers may recognize. Some of the most recognizable products are its line of home thermostats (particularly the iconic round type), Garrett turbochargers, and automotive products sold under the names of Prestone, Fram, and Autolite.
When considering negligent hiring, supervision and retention, it is helpful to consider the pivotal 1993 case, Yunker vs. Honeywell, Inc. as an illustration of all three theories. In this particular case, Honeywell, Inc. employed a man who strangled a co-worker to death. He subsequently served a jail sentence form 1979-1984. Upon his release Honeywell rehired him as a custodian. When he began to express a romantic interest in his co-worker Kathleen Nesser, she avoided him. He then began to harass her on and off the job. Soon there after, Nesser found a death threat scratched into her locker at work. On July 11, the employee in question shot and killed Ms. Messer in her driveway. It would seem that the most obvious offense on the part of Honeywell, would be negligent hiring if, once an employee exhibits violent behavior, the company is discovered to have failed to conduct a proper background check before hiring the employee. Should an employee with a criminal record act out violently, that act might be considered foreseeable by the court simply because of the employee's history. However, the company could not be found liable for negligent hiring in this particular case because as a custodian, the employee did not have much contact with co-workers and the public. In other words, the extent of and employer's duty of reasonable care depends upon the responsibilities associated with the particular job.
The courts also discussed negligent supervision as a possible liability for Honeywell. Negligent supervision can be upheld if the employees are not properly supervised while on the job. The negligent supervision theory did not apply to the Honeywell case because the employee was not on company property or using company equipment when he shot Kathleen Nesser. Honeywell was not responsible for what the employee did off the job and as a result, the act was not considered foreseeable under the negligent supervision theory.
However, the court did find Honeywell liable for negligent retention despite disregarding the negligent hiring and supervision theories. If a company does not take action (investigation, reassignment, and termination) once it becomes aware that an employee is ""on notice,"" it can be found liable for negligent retention. Because this employee had a history of violence involving co-workers the company should take appropriate action against the employee before the situation escalated. Under the negligent retention theory, the employee's act was definitely foreseeable. Honeywell was responsible for providing Kathleen Nesser with a certain duty of care-that duty of care was neglected when the company failed to take action after Ms. Nesser found the threat scratched unto her locker.
The lesson to be learned from Yunker vs. Honeywell is that forseeability is a multifarious concept. Some people argue that all violent acts are foreseeable; some argue that no violent acts are foreseeable. However, when a violent act occurs in the workplace, opinions are academic; the company must be prepared to defend itself from negligence on all counts. Negligent hiring, supervision, and retention are all categories under which a company may be scrutinized should a lawsuit arise following an incident. Therefore, it is important for companies to make an effort to monitor and check current and future employee behavior. While background checks are important, it is equally important, it is equally important to educate managers and supervisors to keep their eyes and ears open for peculiar and/or irregular behavior. Employees should also be on the look out for changes in their co-workers behavior. Notifying the right person could mean the difference between a threat of violence and an act of violence. Similarly, management should treat all threats of violence very seriously, which means developing a plan of action to defuse the individual immediately upon hearing of the questionable behavior.
This role manages the sales activities in Korea for UOP's PT&E SBU's. The role includes management of personnel as well as specific client accountability. The role must establish a stable, beneficial relationship with the customer that will lead to further opportunities for UOP business prospects. The role must work closely with all SBU's to ensure resource allocation within Korea is consistent with overall UOP strategies.
Specific accountabilities include working closely with the North Asia Director to:
Achieve revenue targets in Korea from Licensing, first catalyst and adsorbent loads, engineering (new units and revamps), technical services (FOS and process troubleshooting), and equipment (PIC, Modular, Process Plants, Gas Processing, and Process Equipment)
Forecast sales in Korea - Project Description, full value revenue, timing, probabilities, payment terms, commission. Roll up Korea Forecast by 14th of each month.
Prepare Project Specific Sales Strategies, commercial arrangements, sales representative agreements and closure of sale.
Gather competitive intelligence for submission to Business Development Managers and Marketing.
Manage collection efforts with admin staff in Seoul office.
Participate in performance reviews, salary planning, and training for admin staff in Seoul office.
Prepare budget for Seoul with support of admin staff.
Work with customers to set expectations for UOP's service interaction by working closely with UOP's customer service manager in the Seoul office.
Complete win/loss reports for projects in a timely fashion.
Ensure employee satisfaction of direct reports with focus on employee retention.
Provide support as directed for the following unique activities:
Act as a gateway into UOP for customers in Korea. Provide needed background and context information to allow UOP to determine best path forward with specific customer needs and requests.
Assist SBU management with managing the interface with key clients.
Assist in identifying and communicating cross-SBU project opportunities to the relevant SBU.
Leadership: Must ensure overall Korea sales alignment and focus on UOP and SBU goals.
Communication: Must be able to develop strong working relationships both internally and externally. Must be effective in communicating goals and objectives. Must work closely with cross-SBU teams to prioritize use of resources to reflect overall UOP and customer needs.
Teamwork: skills must include ability to work across UOP SBU's and coordinate multiple perspectives and driving forces, additionally must be able to maximize sharing of best practices
Technical excellence: skills must include some level of UOP technical expertise to allow sales provision as well as interface management for the assigned projects.
Global Perspective: must have the ability to coordinate strategies and tactics across Korea with recognition of local culture and business processes.
Business focus: skills must include ability to recognize resource allocation needs considering UOP revenue enhancement and risk management
Innovation: skills must include ability to consider new ways to deliver UOP's technology to the market
Local language skills desirable
Ability to understand and manage internal and external needs, perspectives and driving forces and to ensure that any internal differences do not impact the customer relationship or the delivery of the customer 's immediate request
Are you currently experiencing, or are you fearful of experiencing, an increasing turnover rate as global competition for talent drives more and more organizations to directly target your employees?
It’s no secret that demand for skilled labor in specific talent pools currently exceeds the available supply of local, and in some cases regional, talent in today’s labor market. This fact is driving organizations to become significantly more aggressive at targeting the talent of weaker organizations. If you want to develop an approach to block the raiding, read on.
As an avid advocate of poaching away top talent, I am well aware of the arsenal of approaches that recruiters use to poach talent from competing organizations and related industries. Like many of you, I am also aware that organizations with stronger brands will invariably be targeted by recruiters; it’s the price organizations pay for being a popular place to work.
This multi-part article leverages my learnings relevant to both poaching and employment branding to explain why poaching happens and what companies can do to limit it or block it completely.
The first lesson is to invest as much effort into protecting your people as you do other corporate resources like computers.
Organizations often employ all sorts of sophisticated security to keep someone from stealing computers, trade secrets, and other equipment, so why shouldn’t you leverage the same level of sophistication in your protection system that prevent your most valuable assets (employees) from walking out the door and going to a competitor?
While nearly all corporate resources depreciate in value over time, many talent resources appreciate in value thanks in part to on-the-job development, training, and work specialization. You have invested in creating millions of dollars of intellectual capital; unfortunately, most if it resides in resources that have legs!