International Paper Company (NYSE: IP) is an American pulp and paper company, the largest such company in the world.[2] It has approximately 59,500 employees, and it is headquartered in Memphis, Tennessee.
International Paper was incorporated January 31, 1898 upon the merger of 18 pulp and paper mills in the northeastern United States. Its first president was Hugh J. Chisholm.[3] The first paper(newsprint) mill in the United States, at Corinth, NY where the Sacandaga river joins the Hudson river, and built by International Paper's founder Albrecht Pagenstecher, [4][5] in 1869, is to be demolished in 2011.[6] The Hudson River Mill in Corinth,NY was a major pioneer in the development of the modern paper industry in the late 19th century.[7] As one of International Paper's largest plants in the early decades of the 20th century, the Hudson River Mill served both as the location of the Company's principal office and the place where paper workers helped to shape the direction of the industry's early labor movement. After World War II, Hudson River Mill workers developed and perfected the production of coated papers for International Paper. Shifting economic forces resulted in the Mill's closure in November, 2002.[8]
The newly formed 1898 company supplied 60 percent of all newsprint in the country. In 1986, it acquired the Hammermill Paper Company, in 1988 the Masonite Corporation, and in 1989 the German paper company Zanders Feinpapiere AG and the French paper manufacturer Aussedat Rey. In 1999, International Paper purchased Union Camp Corporation and in 2000 purchased Champion International Paper. Additionally, International Paper currently owns shares in the Chilean company Copec.
In 2005 and 2006, International Paper undertook significant restructuring, selling over 6,000,000 acres (24,000 km2) of forestland in the U.S., along with its coated paper, kraft paper, wood products, and beverage packaging businesses, as well as subsidiaries Arizona Chemical and New Zealand-based Carter Holt Harvey. The coated paper business (four mills in Maine, Michigan and Minnesota) were sold to Apollo Management and now operate as Verso Paper. The kraft paper business (composed of a kraft paper mill in Roanoke Rapids, North Carolina and a dunnage bag plant in Fordyce, Arkansas) was sold to Kapstone Paper and Packaging and operates as Kapstone Kraft Paper.[9] The beverage packaging business, now called Evergreen Packaging, was purchased by Carter Holt Harvey, following the purchase of CHH by Graeme Hart. International Paper sold the Wood Products division of the company to West Fraser Timber Inc., out of Vancouver, British Columbia. This included 13 sawmills, making West Fraser the second largest producer of lumber in North America, next to Weyerhaeuser Company.
It's time to embrace your Infinite Possibilities. This is your opportunity to be part of International Paper, a Fortune 500 company and global leader in paper and packaging products. IP is known for our commitment to the environment and to cutting-edge technology. We have spent more than 100 years creating new ideas, and we are looking for people who can collaborate to help us build on our history, while creating future success. We are committed to attracting, preparing, promoting and supporting our teams. At International Paper, you control your destiny. We offer benefits, challenges. Global opportunities and total rewards. When we say infinite possibilitie.
Successful organizations realize by having an effective employee retention plan will help them sustain their leadership and growth in the marketplace. Good organizations make employee retention a core element of their talent management strategy and organizational development process. Those that fail to make employee retention a priority are at risk of losing their top talented people to the competition.
Chart Your Course International helps organizations design employee retention programs to recruit, manage, retain and engage the best workforce available by providing cutting-edge talent management strategies, hiring assessments, consulting, employee retention training and talent management programs.
We help organizations design employee retention programs to reduce employee turnover and improve productivity. Greg Smith is a leading authority on employee retention and a former Examiner for the Malcolm Baldrige National Quality Award--America's highest award for organizational excellence.
Cendant International Assignment Services is a relocation company that specializes in managing and coordinating international and domestic moves for organizations all over the world. While some organizations maintain high levels of employee retention, others encounter difficulties with attrition among their employees with international experience. In the pursuit of identifying the crucial factors that contribute to this rate of attrition, the author researched the question: How can retention rates of employees international experience be improved? The author adopted a qualitative research approach to interview six assignees who had been on international assignments, as well as six managers who had never been on an international assignment. The interviewees were selected from different job rankings under the premise that they were willing to share their experiences openly. A conclusion is reached that the two groups of interviewees exhibited significant differences in their perception of what is needed to achieve a successful international assignment. This conclusion bears significant meaning for the author's position as International Assignment Consultant and for all other relocation professionals who have frequent contact with the human resource departments of various organizations both large and small. The findings provide strong evidence for establishing a solid selection process for international assignees as well as settling clear expectations, providing career planning, training programs and mentorship programs to yield desired retention rates for returning expatriates.
Linda R. Schwartz, M.Ed., established Employee Retention Strategies in 1998 with a specific vision of helping to create healthy workplaces in which everyone is presented with opportunities for growth, learning and to make contributions to important corporate goals.
Linda’s work helping organizations fully engage, develop and enhance the productivity of their employees is notable because of her leading-edge approaches that address the systems and processes that fuel workforce commitment.
Using a strong research and theoretical base of what truly motivates today’s employees, Linda works with organizations to find the strongest leverage, in large or incremental steps, for greater employee involvement, trust, leadership quality and genuine support of company objectives. Her workshops provide participants with an understanding of theory and research and then provide individual guidance in creating specific strategies for their own workplaces that align with research findings and proven best practices.
Linda formerly published the international Employee Retention Strategies newsletter and continues to present the Employee Retention Working Workshop™, guiding leaders in creating specific, theory-tested tactics to effectively shift employee morale and dedication.
An accomplished coach and mentor to leaders at all organizational levels, Linda uses strengths-based approaches to help managers achieve faster personal and employee growth and to teach managers how to decrease resistance to change among staff groups.
As a facilitator, Linda is a skilled practitioner of the innovative, whole-systems methodologies of Appreciative Inquiry and Open Space Technology. These approaches provide participants with maximum ownership of results to participants and produce faster and more far-reaching change than traditional group-process methods. Participants leave with new confidence in their organization and its capabilities, renewed alignment with its mission and a shared understanding of members’ deep commitment to the enterprise’s values.
Linda has presented seven times at the Arizona Governor’s Conference on Quality on building a culture that supports quality initiatives. She initiated a city-wide event, “Reclaiming Heart, Soul & Spirit at Work,” held in Phoenix in 1999. Other presentations include Arizona State University national Conference on Quality and Management, 1998 with best paper award in category; and the American Society for Quality, Tucson, 1998. Linda has been an active participant and past steering committee member of the Arizona Regional Organization Development Network.
Turnover is defined as the cessation of membership in an organization by an
individual and their movement out of an organization. Voluntary and involuntary
turnover are commonly distinguished. Voluntary turnover is individual movement
across the membership boundary of a social system initiated by the individual while
involuntary turnover is movement not initiated by the individual, probably by the
organization (Price, 1977; Mobley, 1982; Reggio, 2003). Even though turnover is
most frequently thought of in terms of negative organizational consequences, the
movement of employees in and out of an organization is however able to revitalize
an organization. The most obvious positive consequence is replacement of better
performers in the organizations. When turnover occurs, it creates opportunities for
replacement which subsequently brings with innovation, new ideas and approaches,
contributing to organizational effectiveness via change. Turnover may also be able to
reduce cost by eliminating or merging vacant positions as high-priced talent may be
traded for lower-priced talent with equal capabilities (Roseman, 1981). Besides,
turnover may be the last-resort of conflict resolution as many personal or task
conflicts are not easily resolved, especially if they stem from differences in
fundamental values or beliefs. Turnover may be the ultimate solution to conflict in
order for the organization to function effectively (Staw, 1980). Nevertheless, turnover
of employees disrupts teams, raises costs, reduces production, and results in lost
knowledge (Mustapha & Mourad, 2007). It is a negative aspect, appearing to reflect
significant work place problems. The loss of employees through turnover may result
in increased recruitment and training costs and lost of productivity as projects lose
continuity and key activities are interrupted. Mistakes flourish as overloaded
employees try to fill in until replacements are hired and train. There is also a chance even after going through the hiring
process that the wrong person for the job was hired. If an organization realized that
they have in fact hired the wrong person, either way more time must be invested by
either trying to save the new hire, or go through the hiring process once again
(Sammer, 2000). In addition, turnover may negatively affect the attitudes and morale
of those who remain. When employees leave an organization voluntarily, they often
justify their departure by finding fault with their jobs while other employees within the
organization will develop their own perceptions of why another employee left. The
inferences can damage the work environment and relationships by spreading
inconsistent mistruths. A single termination may be accompanied by a series of
terminations in rapid succession.
International Paper was incorporated January 31, 1898 upon the merger of 18 pulp and paper mills in the northeastern United States. Its first president was Hugh J. Chisholm.[3] The first paper(newsprint) mill in the United States, at Corinth, NY where the Sacandaga river joins the Hudson river, and built by International Paper's founder Albrecht Pagenstecher, [4][5] in 1869, is to be demolished in 2011.[6] The Hudson River Mill in Corinth,NY was a major pioneer in the development of the modern paper industry in the late 19th century.[7] As one of International Paper's largest plants in the early decades of the 20th century, the Hudson River Mill served both as the location of the Company's principal office and the place where paper workers helped to shape the direction of the industry's early labor movement. After World War II, Hudson River Mill workers developed and perfected the production of coated papers for International Paper. Shifting economic forces resulted in the Mill's closure in November, 2002.[8]
The newly formed 1898 company supplied 60 percent of all newsprint in the country. In 1986, it acquired the Hammermill Paper Company, in 1988 the Masonite Corporation, and in 1989 the German paper company Zanders Feinpapiere AG and the French paper manufacturer Aussedat Rey. In 1999, International Paper purchased Union Camp Corporation and in 2000 purchased Champion International Paper. Additionally, International Paper currently owns shares in the Chilean company Copec.
In 2005 and 2006, International Paper undertook significant restructuring, selling over 6,000,000 acres (24,000 km2) of forestland in the U.S., along with its coated paper, kraft paper, wood products, and beverage packaging businesses, as well as subsidiaries Arizona Chemical and New Zealand-based Carter Holt Harvey. The coated paper business (four mills in Maine, Michigan and Minnesota) were sold to Apollo Management and now operate as Verso Paper. The kraft paper business (composed of a kraft paper mill in Roanoke Rapids, North Carolina and a dunnage bag plant in Fordyce, Arkansas) was sold to Kapstone Paper and Packaging and operates as Kapstone Kraft Paper.[9] The beverage packaging business, now called Evergreen Packaging, was purchased by Carter Holt Harvey, following the purchase of CHH by Graeme Hart. International Paper sold the Wood Products division of the company to West Fraser Timber Inc., out of Vancouver, British Columbia. This included 13 sawmills, making West Fraser the second largest producer of lumber in North America, next to Weyerhaeuser Company.
It's time to embrace your Infinite Possibilities. This is your opportunity to be part of International Paper, a Fortune 500 company and global leader in paper and packaging products. IP is known for our commitment to the environment and to cutting-edge technology. We have spent more than 100 years creating new ideas, and we are looking for people who can collaborate to help us build on our history, while creating future success. We are committed to attracting, preparing, promoting and supporting our teams. At International Paper, you control your destiny. We offer benefits, challenges. Global opportunities and total rewards. When we say infinite possibilitie.
Successful organizations realize by having an effective employee retention plan will help them sustain their leadership and growth in the marketplace. Good organizations make employee retention a core element of their talent management strategy and organizational development process. Those that fail to make employee retention a priority are at risk of losing their top talented people to the competition.
Chart Your Course International helps organizations design employee retention programs to recruit, manage, retain and engage the best workforce available by providing cutting-edge talent management strategies, hiring assessments, consulting, employee retention training and talent management programs.
We help organizations design employee retention programs to reduce employee turnover and improve productivity. Greg Smith is a leading authority on employee retention and a former Examiner for the Malcolm Baldrige National Quality Award--America's highest award for organizational excellence.
Cendant International Assignment Services is a relocation company that specializes in managing and coordinating international and domestic moves for organizations all over the world. While some organizations maintain high levels of employee retention, others encounter difficulties with attrition among their employees with international experience. In the pursuit of identifying the crucial factors that contribute to this rate of attrition, the author researched the question: How can retention rates of employees international experience be improved? The author adopted a qualitative research approach to interview six assignees who had been on international assignments, as well as six managers who had never been on an international assignment. The interviewees were selected from different job rankings under the premise that they were willing to share their experiences openly. A conclusion is reached that the two groups of interviewees exhibited significant differences in their perception of what is needed to achieve a successful international assignment. This conclusion bears significant meaning for the author's position as International Assignment Consultant and for all other relocation professionals who have frequent contact with the human resource departments of various organizations both large and small. The findings provide strong evidence for establishing a solid selection process for international assignees as well as settling clear expectations, providing career planning, training programs and mentorship programs to yield desired retention rates for returning expatriates.
Linda R. Schwartz, M.Ed., established Employee Retention Strategies in 1998 with a specific vision of helping to create healthy workplaces in which everyone is presented with opportunities for growth, learning and to make contributions to important corporate goals.
Linda’s work helping organizations fully engage, develop and enhance the productivity of their employees is notable because of her leading-edge approaches that address the systems and processes that fuel workforce commitment.
Using a strong research and theoretical base of what truly motivates today’s employees, Linda works with organizations to find the strongest leverage, in large or incremental steps, for greater employee involvement, trust, leadership quality and genuine support of company objectives. Her workshops provide participants with an understanding of theory and research and then provide individual guidance in creating specific strategies for their own workplaces that align with research findings and proven best practices.
Linda formerly published the international Employee Retention Strategies newsletter and continues to present the Employee Retention Working Workshop™, guiding leaders in creating specific, theory-tested tactics to effectively shift employee morale and dedication.
An accomplished coach and mentor to leaders at all organizational levels, Linda uses strengths-based approaches to help managers achieve faster personal and employee growth and to teach managers how to decrease resistance to change among staff groups.
As a facilitator, Linda is a skilled practitioner of the innovative, whole-systems methodologies of Appreciative Inquiry and Open Space Technology. These approaches provide participants with maximum ownership of results to participants and produce faster and more far-reaching change than traditional group-process methods. Participants leave with new confidence in their organization and its capabilities, renewed alignment with its mission and a shared understanding of members’ deep commitment to the enterprise’s values.
Linda has presented seven times at the Arizona Governor’s Conference on Quality on building a culture that supports quality initiatives. She initiated a city-wide event, “Reclaiming Heart, Soul & Spirit at Work,” held in Phoenix in 1999. Other presentations include Arizona State University national Conference on Quality and Management, 1998 with best paper award in category; and the American Society for Quality, Tucson, 1998. Linda has been an active participant and past steering committee member of the Arizona Regional Organization Development Network.
Turnover is defined as the cessation of membership in an organization by an
individual and their movement out of an organization. Voluntary and involuntary
turnover are commonly distinguished. Voluntary turnover is individual movement
across the membership boundary of a social system initiated by the individual while
involuntary turnover is movement not initiated by the individual, probably by the
organization (Price, 1977; Mobley, 1982; Reggio, 2003). Even though turnover is
most frequently thought of in terms of negative organizational consequences, the
movement of employees in and out of an organization is however able to revitalize
an organization. The most obvious positive consequence is replacement of better
performers in the organizations. When turnover occurs, it creates opportunities for
replacement which subsequently brings with innovation, new ideas and approaches,
contributing to organizational effectiveness via change. Turnover may also be able to
reduce cost by eliminating or merging vacant positions as high-priced talent may be
traded for lower-priced talent with equal capabilities (Roseman, 1981). Besides,
turnover may be the last-resort of conflict resolution as many personal or task
conflicts are not easily resolved, especially if they stem from differences in
fundamental values or beliefs. Turnover may be the ultimate solution to conflict in
order for the organization to function effectively (Staw, 1980). Nevertheless, turnover
of employees disrupts teams, raises costs, reduces production, and results in lost
knowledge (Mustapha & Mourad, 2007). It is a negative aspect, appearing to reflect
significant work place problems. The loss of employees through turnover may result
in increased recruitment and training costs and lost of productivity as projects lose
continuity and key activities are interrupted. Mistakes flourish as overloaded
employees try to fill in until replacements are hired and train. There is also a chance even after going through the hiring
process that the wrong person for the job was hired. If an organization realized that
they have in fact hired the wrong person, either way more time must be invested by
either trying to save the new hire, or go through the hiring process once again
(Sammer, 2000). In addition, turnover may negatively affect the attitudes and morale
of those who remain. When employees leave an organization voluntarily, they often
justify their departure by finding fault with their jobs while other employees within the
organization will develop their own perceptions of why another employee left. The
inferences can damage the work environment and relationships by spreading
inconsistent mistruths. A single termination may be accompanied by a series of
terminations in rapid succession.