Eddie Bauer Holdings Inc. (EBH) is a holding company that operates the Eddie Bauer clothing store chain, headquartered in Bellevue, Washington, United States. EBH was formed after Eddie Bauer's former parent company, Spiegel, Inc., went bankrupt in 2003. Eddie Bauer currently operates three independent sales channels:
Retail Stores - Sells "premium" Eddie Bauer merchandise
Outlet Stores - Sells Eddie Bauer merchandise and inventory overstocks at value or clearance price points
Direct Order Center - Sells Eddie Bauer merchandise through call centers in Saint John, New Brunswick, and Groveport, Ohio, and the website (EddieBauer.com)
The company was first established in 1920 in Seattle by Pacific Northwest outdoorsman, Eddie Bauer (1899 – 1986). In 1940 Bauer patented the first quilted down jacket.[1] He went on to patent numerous other designs and was the first independent company that the United States Army hired and allowed to use a logo on the Army-issued uniform.
Bauer retired and sold the company in 1968. General Mills bought Eddie Bauer in 1971, and Spiegel bought it from General Mills in 1988. In 2003, Spiegel, Inc., entered bankruptcy. The Spiegel catalog and all other assets were sold, except for Eddie Bauer. In May 2005, Spiegel, Inc., emerged from bankruptcy under the name "Eddie Bauer Holdings" and owned primarily by Commerzbank. In addition to the three sales channels the company operates a distribution and fulfillment center in Groveport, Ohio; an IT facility in Westmont, Illinois; and a distribution center in Vaughan, Ontario. Eddie Bauer is also a minority participant in joint venture operations in Japan and Germany that include retail stores, catalogs, and websites.[2] The company also selectively licenses the Eddie Bauer brand name and logo for various products sold through other companies including eyewear, furniture, bicycles, and, up until the 2010 model year, upper level versions of Ford Motor Company's Explorer, Expedition and Excursion SUVs.
Eddie Bauer's flagship store is in Bellevue's Bellevue Square mall. A Midwest Flagship opened in August 2010 at Easton Town Center in Columbus, Ohio.
Eddie Bauer Holdings, Inc., filed for Chapter 11 bankruptcy protection in Delaware on June 17, 2009
Work-life balance is a never-ending struggle for many companies . And
then there are those who have been used to the work-life balance mantra
that it is now part of their daily office routine . One of those
companies is Eddie Bauer . Here , the objectives were not only very
specific , it also gave fruit to efficient programs to which they became
known and awarded (Arthur , 307 )
Why does it make sense for Eddie Bauer to emphasize work-life balance ?
For Eddie Bauer , helping employees balance their work with their
professional lives reduces absenteeism , increases productivity , and
avoids high turnover thereby promoting retention of employees . This
significantly cuts the problem on screening and recruiting new
applicants as well as training these new employees . Where there is high
retention rate , there is also continuity in the work processes (Arthur ,
308 )
Which of the nine key objectives do you think is the most important in
their success in this area ?
Of the nine key objectives , making work more flexible is the determinant
on the success of Eddie Bauer in giving work-life balance to their
employees . Even if employees earn well , time is something that they can
never buy . By introducing to them options from which they can choose the
most fitting , they are able to maintain the balance in the personal and
professional lives of their associates .
The Bureau of Labor Statistics reports that by the year 2008, the United States will experience a labor shortage like none we have seen before: a shortfall of 10 million workers. While recruitment and retention have certainly been key strategic issues for human resource professionals in the past, certainly this issue will continue to be of top priority, even if we should experience a downturn in the economy.
Diane Arthur, president of Arthur Associates Management Consultants, Ltd., brings her extensive experience in employment issues to an important new resource, The Employee Recruitment and Retention Handbook (AMACOM, 2001). Arthur, the author of several AMACOM books, including The Complete Human Resources Writing Guide, and Recruiting, Interviewing, Selecting & Orienting New Employees, demonstrates her expertise in this guidebook.
Arthur cites numerous employee surveys and examples from a wide range of companies—including Cisco Systems, Eli Lily, and Eddie Bauer, and smaller companies like Kron Chocolatier. She believes that HR professionals will need to develop comprehensive strategies to solve their staffing issues, and she offers a review of the traditional, tried-and-true methods, as well as innovative ideas and practices that are permitting companies to source and keep qualified employees.
The book is well-organized, with chapters on key issues impacting recruitment and retention, including chapters on the changing workforce, attracting and retaining top performers, compensation and benefits packages, recruitment sources and techniques, competency-based recruitment and interviewing, contingent workers, rewards and recognition, work life balance, and future trends.
A chapter summary is offered at the end of each chapter, providing a good review of the key concepts offered. There is an entire chapter devoted to electronic recruitment, as well as appendices offering a glossary of employee benefits terms and a review of legal issues impacting employee staffing. Several exhibits are provided, including an excellent review of electronic recruitment sources, along with descriptions of the services offered, number of visitors per month, types of jobs advertised, geographic distribution of jobs posted, posting fees, and web addresses.
The appendix on Legal Issues is helpful to HR professionals who need to know not only about the laws impacting employment, but also the implications of these laws on various recruitment, selection, and retention strategies. In addition to describing each of the employment laws in detail, she offers suggestions for litigation prevention, as well as steps in responding to an employment-related lawsuit.
The chapter on competency-based recruiting and interviewing offers suggestions for competencies for HR directors, and excellent behavioral interview questions provided as a template for organizations wanting to build their own competency model as a tool for improved selection.
The guide offers practical ideas from industry leaders, with in-depth case studies and examples about how employers have used different strategies to get and keep the best employees.
Of particular interest is the last chapter, offering recommendations for future trends impacting employment issues. Arthur suggests developing partnerships with educational institutions and government employment and training programs as one strategy for the future. She also addresses the impact of the free-agent mentality, globalization, technological innovations, and social and employment trends in the workplace. Also included is a review of “where the jobs are” for the future.
The book is easy-to-read, and provides checklists, bulleted ideas, and side bar features which make the suggestions readily applicable. Logical subheads can take the reader to key areas for review or research, making this an excellent reference tool for the HR professional’s library.
The biggest negative of this book is the price—a whopping $75.00, which makes this book out of the reach for those companies that would like to provide a resource for every manager and supervisor responsible for staffing. Also, the HR practitioner looking for “something new” may be disappointed. While Arthur does point out some innovative practices, much of the book is good, basic human resource management—which is truly at the heart of effective recruitment and retention.
This tool is a “must-have” for every human resource pro who is looking for a reference tool to provide sound ideas for establishing effective recruitment and retention techniques, especially given the BLS predictions about the future worker shortfall. The Employee Recruitment and Retention Handbook will be a much-needed resource in dealing with these challenging workforce issues.
Companies that rely on long-term benefits such as 401k programs and health insurance are finding that employees view that as ho-hum. "It's the old economy versus the new economy," says Brad Elman, a benefits specialist for Northwestern Mutual Financial Services and a member of the Million Dollar Round Table, an association of financial service professionals. "The old economy looked at benefits as a way to provide security for a family. The new economy isn't looking for security. They see benefits as a productivity tool. The most successful companies are finding out what's relevant to their employees."
Burge agrees. "Job satisfaction is critical to retention, but it's not just the job itself. You'd be surprised what people really want -- that's why employers must find out what motivates their employees."
Make no mistake, 401k programs and health insurance have not gone the way of the dinosaur. They're still an integral part of most benefit packages, and employees in full-time positions expect them, but they're no longer the highest reward for a job well done. Companies across the United States are finding that employees want their benefits with a twist, which often involves immediate gratification rather than long-term investment.
mployee Wellness Program
Tom's of Maine Wellness Center
The Tom's of Maine Wellness Centers, located in both Kennebunk and Sanford, Maine, provide employees with a place to work out and develop other aspects of a holistic fitness and wellness program. Our Wellness Leader acts as a personal trainer and leads fitness classes in core conditioning and stretching. Employees can take advantage of monthly sessions on everything from proper nutrition to self-defense. Also offered to employees are weekly yoga sessions and monthly on-site massages for nominal fees.
The health and wellness benefit
Each employee working outside of our Maine offices receives a $300 benefit per year to use towards personal wellness. Our employees have used this benefit for fitness classes, yoga instruction, new running shoes, or a day at a spa, to name a few. There is an additional $100 available for those employees who wish to use the benefit on fitness such as a gym membership or an exercise class.
Parenting leave
We believe that the birth or adoption of a new child calls for some time away from work. This benefit allows for up to four weeks of additional paid time off for new mothers (beyond their short-term disability leave) or four weeks of paid time off for new fathers of children from birth up to age two. This leave can be taken all at once or intermittently.
Casual dress
Tom's offers a dress casual environment, which helps make the workplace a comfortable place for all!
Summer hours
Because most employees live in Maine, where the summers are spectacular but short, Tom's of Maine celebrates with summer hours! This means that hours for most full-time Tom's of Maine employees are adjusted from Memorial Day to Labor Day to allow for longer weekends. (This schedule may vary slightly.) Hour changes are subject to each work area's different needs and specifications.
Hybrid car purchase
Tom's of Maine supports innovative technologies and processes that increase fuel efficiency and lower emissions. For this reason, we provide employees with a $4000 benefit when they purchase a new hybrid vehicle.
Other goodies
Free fruit, coffee, tea, and spring water
Helping to keep our employees healthy is a big part of our mission, so we offer a large selection on a weekly basis.
Discount at the Tom's of Maine Outlet store
All employees receive a 25% discount at our Outlet Store.
Technology employee purchase programs
Both Dell Computer and CDW offer a 5-10% discount on technology purchases.
Portland Sea Dogs tickets
Portland has a great minor league baseball team, the Portland Sea Dogs. Each spring, employees have the option of being included in a drawing for four tickets to a home game.
Other freebies and discounts
Tom's often partners with other like-minded companies, such as Ben & Jerry's, Patagonia, Eddie Bauer, and Six Flags New England, to offer employee discounts and product exchanges.
Traditional benefits
Tom's of Maine also offers a wide variety of traditional benefits, including:
Medical insurance
Dental insurance
Long-term care insurance
Life insurance
Accidental death and dismemberment insurance
Short- and long-term disability insurance
Medical and dependent care reimbursement accounts
401K retirement savings account
Flexible work arrangements
Paid vacations and holidays
Retail Stores - Sells "premium" Eddie Bauer merchandise
Outlet Stores - Sells Eddie Bauer merchandise and inventory overstocks at value or clearance price points
Direct Order Center - Sells Eddie Bauer merchandise through call centers in Saint John, New Brunswick, and Groveport, Ohio, and the website (EddieBauer.com)
The company was first established in 1920 in Seattle by Pacific Northwest outdoorsman, Eddie Bauer (1899 – 1986). In 1940 Bauer patented the first quilted down jacket.[1] He went on to patent numerous other designs and was the first independent company that the United States Army hired and allowed to use a logo on the Army-issued uniform.
Bauer retired and sold the company in 1968. General Mills bought Eddie Bauer in 1971, and Spiegel bought it from General Mills in 1988. In 2003, Spiegel, Inc., entered bankruptcy. The Spiegel catalog and all other assets were sold, except for Eddie Bauer. In May 2005, Spiegel, Inc., emerged from bankruptcy under the name "Eddie Bauer Holdings" and owned primarily by Commerzbank. In addition to the three sales channels the company operates a distribution and fulfillment center in Groveport, Ohio; an IT facility in Westmont, Illinois; and a distribution center in Vaughan, Ontario. Eddie Bauer is also a minority participant in joint venture operations in Japan and Germany that include retail stores, catalogs, and websites.[2] The company also selectively licenses the Eddie Bauer brand name and logo for various products sold through other companies including eyewear, furniture, bicycles, and, up until the 2010 model year, upper level versions of Ford Motor Company's Explorer, Expedition and Excursion SUVs.
Eddie Bauer's flagship store is in Bellevue's Bellevue Square mall. A Midwest Flagship opened in August 2010 at Easton Town Center in Columbus, Ohio.
Eddie Bauer Holdings, Inc., filed for Chapter 11 bankruptcy protection in Delaware on June 17, 2009
Work-life balance is a never-ending struggle for many companies . And
then there are those who have been used to the work-life balance mantra
that it is now part of their daily office routine . One of those
companies is Eddie Bauer . Here , the objectives were not only very
specific , it also gave fruit to efficient programs to which they became
known and awarded (Arthur , 307 )
Why does it make sense for Eddie Bauer to emphasize work-life balance ?
For Eddie Bauer , helping employees balance their work with their
professional lives reduces absenteeism , increases productivity , and
avoids high turnover thereby promoting retention of employees . This
significantly cuts the problem on screening and recruiting new
applicants as well as training these new employees . Where there is high
retention rate , there is also continuity in the work processes (Arthur ,
308 )
Which of the nine key objectives do you think is the most important in
their success in this area ?
Of the nine key objectives , making work more flexible is the determinant
on the success of Eddie Bauer in giving work-life balance to their
employees . Even if employees earn well , time is something that they can
never buy . By introducing to them options from which they can choose the
most fitting , they are able to maintain the balance in the personal and
professional lives of their associates .
The Bureau of Labor Statistics reports that by the year 2008, the United States will experience a labor shortage like none we have seen before: a shortfall of 10 million workers. While recruitment and retention have certainly been key strategic issues for human resource professionals in the past, certainly this issue will continue to be of top priority, even if we should experience a downturn in the economy.
Diane Arthur, president of Arthur Associates Management Consultants, Ltd., brings her extensive experience in employment issues to an important new resource, The Employee Recruitment and Retention Handbook (AMACOM, 2001). Arthur, the author of several AMACOM books, including The Complete Human Resources Writing Guide, and Recruiting, Interviewing, Selecting & Orienting New Employees, demonstrates her expertise in this guidebook.
Arthur cites numerous employee surveys and examples from a wide range of companies—including Cisco Systems, Eli Lily, and Eddie Bauer, and smaller companies like Kron Chocolatier. She believes that HR professionals will need to develop comprehensive strategies to solve their staffing issues, and she offers a review of the traditional, tried-and-true methods, as well as innovative ideas and practices that are permitting companies to source and keep qualified employees.
The book is well-organized, with chapters on key issues impacting recruitment and retention, including chapters on the changing workforce, attracting and retaining top performers, compensation and benefits packages, recruitment sources and techniques, competency-based recruitment and interviewing, contingent workers, rewards and recognition, work life balance, and future trends.
A chapter summary is offered at the end of each chapter, providing a good review of the key concepts offered. There is an entire chapter devoted to electronic recruitment, as well as appendices offering a glossary of employee benefits terms and a review of legal issues impacting employee staffing. Several exhibits are provided, including an excellent review of electronic recruitment sources, along with descriptions of the services offered, number of visitors per month, types of jobs advertised, geographic distribution of jobs posted, posting fees, and web addresses.
The appendix on Legal Issues is helpful to HR professionals who need to know not only about the laws impacting employment, but also the implications of these laws on various recruitment, selection, and retention strategies. In addition to describing each of the employment laws in detail, she offers suggestions for litigation prevention, as well as steps in responding to an employment-related lawsuit.
The chapter on competency-based recruiting and interviewing offers suggestions for competencies for HR directors, and excellent behavioral interview questions provided as a template for organizations wanting to build their own competency model as a tool for improved selection.
The guide offers practical ideas from industry leaders, with in-depth case studies and examples about how employers have used different strategies to get and keep the best employees.
Of particular interest is the last chapter, offering recommendations for future trends impacting employment issues. Arthur suggests developing partnerships with educational institutions and government employment and training programs as one strategy for the future. She also addresses the impact of the free-agent mentality, globalization, technological innovations, and social and employment trends in the workplace. Also included is a review of “where the jobs are” for the future.
The book is easy-to-read, and provides checklists, bulleted ideas, and side bar features which make the suggestions readily applicable. Logical subheads can take the reader to key areas for review or research, making this an excellent reference tool for the HR professional’s library.
The biggest negative of this book is the price—a whopping $75.00, which makes this book out of the reach for those companies that would like to provide a resource for every manager and supervisor responsible for staffing. Also, the HR practitioner looking for “something new” may be disappointed. While Arthur does point out some innovative practices, much of the book is good, basic human resource management—which is truly at the heart of effective recruitment and retention.
This tool is a “must-have” for every human resource pro who is looking for a reference tool to provide sound ideas for establishing effective recruitment and retention techniques, especially given the BLS predictions about the future worker shortfall. The Employee Recruitment and Retention Handbook will be a much-needed resource in dealing with these challenging workforce issues.
Companies that rely on long-term benefits such as 401k programs and health insurance are finding that employees view that as ho-hum. "It's the old economy versus the new economy," says Brad Elman, a benefits specialist for Northwestern Mutual Financial Services and a member of the Million Dollar Round Table, an association of financial service professionals. "The old economy looked at benefits as a way to provide security for a family. The new economy isn't looking for security. They see benefits as a productivity tool. The most successful companies are finding out what's relevant to their employees."
Burge agrees. "Job satisfaction is critical to retention, but it's not just the job itself. You'd be surprised what people really want -- that's why employers must find out what motivates their employees."
Make no mistake, 401k programs and health insurance have not gone the way of the dinosaur. They're still an integral part of most benefit packages, and employees in full-time positions expect them, but they're no longer the highest reward for a job well done. Companies across the United States are finding that employees want their benefits with a twist, which often involves immediate gratification rather than long-term investment.
mployee Wellness Program
Tom's of Maine Wellness Center
The Tom's of Maine Wellness Centers, located in both Kennebunk and Sanford, Maine, provide employees with a place to work out and develop other aspects of a holistic fitness and wellness program. Our Wellness Leader acts as a personal trainer and leads fitness classes in core conditioning and stretching. Employees can take advantage of monthly sessions on everything from proper nutrition to self-defense. Also offered to employees are weekly yoga sessions and monthly on-site massages for nominal fees.
The health and wellness benefit
Each employee working outside of our Maine offices receives a $300 benefit per year to use towards personal wellness. Our employees have used this benefit for fitness classes, yoga instruction, new running shoes, or a day at a spa, to name a few. There is an additional $100 available for those employees who wish to use the benefit on fitness such as a gym membership or an exercise class.
Parenting leave
We believe that the birth or adoption of a new child calls for some time away from work. This benefit allows for up to four weeks of additional paid time off for new mothers (beyond their short-term disability leave) or four weeks of paid time off for new fathers of children from birth up to age two. This leave can be taken all at once or intermittently.
Casual dress
Tom's offers a dress casual environment, which helps make the workplace a comfortable place for all!
Summer hours
Because most employees live in Maine, where the summers are spectacular but short, Tom's of Maine celebrates with summer hours! This means that hours for most full-time Tom's of Maine employees are adjusted from Memorial Day to Labor Day to allow for longer weekends. (This schedule may vary slightly.) Hour changes are subject to each work area's different needs and specifications.
Hybrid car purchase
Tom's of Maine supports innovative technologies and processes that increase fuel efficiency and lower emissions. For this reason, we provide employees with a $4000 benefit when they purchase a new hybrid vehicle.
Other goodies
Free fruit, coffee, tea, and spring water
Helping to keep our employees healthy is a big part of our mission, so we offer a large selection on a weekly basis.
Discount at the Tom's of Maine Outlet store
All employees receive a 25% discount at our Outlet Store.
Technology employee purchase programs
Both Dell Computer and CDW offer a 5-10% discount on technology purchases.
Portland Sea Dogs tickets
Portland has a great minor league baseball team, the Portland Sea Dogs. Each spring, employees have the option of being included in a drawing for four tickets to a home game.
Other freebies and discounts
Tom's often partners with other like-minded companies, such as Ben & Jerry's, Patagonia, Eddie Bauer, and Six Flags New England, to offer employee discounts and product exchanges.
Traditional benefits
Tom's of Maine also offers a wide variety of traditional benefits, including:
Medical insurance
Dental insurance
Long-term care insurance
Life insurance
Accidental death and dismemberment insurance
Short- and long-term disability insurance
Medical and dependent care reimbursement accounts
401K retirement savings account
Flexible work arrangements
Paid vacations and holidays
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