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Bad rep, good brand Corning made the glass envelope for Thomas Edison's first light bulb as well as the red, green, and yellow lenses used in the first traffic light. Yet it was Pyrex and Revere Ware cookware that made the company a household name. Corning's reputation may be changing again, however - the firm has recently shed the bulk of its housewares and consumer goods division in favor of more high-tech products, including television screens and specialized lenses. Corning currently markets its optical fiber worldwide; the company produces enough fiber per year to circle the earth 200 times. Founded in 1851, Corning has unfortunately gained notoriety in recent years as the parent company of Dow Corning (Corning's joint venture with Dow Chemical), the company responsible for the controversial silicon breast implants that made both Corning and Dow the target of high-profile lawsuits. Big time Feeling the aftershocks of silicon tremors and stagnant sales, Corning has trimmed its product line and research efforts to focus more on fiber optics, of which it is the world's leading supplier. As part of this focus, the company spun off its medical testing and drug research business in 1996. That move paid off. In 1996 and 1997, the company's net income increased 12 percent and 19 percent, respectively. The latest division to fall to the big-time, high-tech focus is Corning's big-name line of housewares. Borden, Inc., a diverse family of brand-name products, acquired all but eight percent of Corning's housewares business in 1998. Under the agreement, the Corning Consumer Products Company will function as an independent operating company of Borden, and will remain headquartered in Corning, NY. No pain, no gain Preceding Corning's sale of its hardy line of housewares, the company fielded quite a blow in the Asian crisis. By concentrating on fiber optics and attempting to flee the kitchen, Corning found itself hot in the oven when the Asian Flu hit. Roger Ackerman, Corning's chief executive officer, calmly held tight to the fiber optics division as the company's share price dropped by 60 percent. Much to the delight of Corning investors, Ackerman made the right move. By 1998 Corning was steady on the rebound holding 38 percent of the world's fiber market. With Internet expansion, Corning's profits are expected to explode and the company's research and development continues to lead the pack on the fiber optic highway. Domestic and worldwide While Corning conducted a reduction in force early in 1998, by the fourth quarter of that year staffing requirements reportedly exceeded those of 1997, reaching levels of approximately 20,000. Meanwhile, the company is expanding in other parts of the world. Corning's Taiwan operations have expanded, and the company began warehousing its products there in 1999. Corning also plans to build a $77 million factory in Pudong, China, which will produce emissions-control equipment. South African expansion is yet another focus of future growth. Back on the home front, Corning is likely to continue jockeying with Lucent Technologies to satisfy the worldwide hunger for optical fiber and cable. Industry Leader Corning's optical technology has thrust the company into the lead of this lucrative industry and it has quickly become the world's largest maker of optical fibers. Innovation and is the name of this game, and Corning has certainly played right along -- at peak times, Corning averages one patent application a day. To fuel its rapidly expanding business, Corning has recently built a new plant in Scranton, PA and has acquired or merged with four companies -- Oak Industries, NetOptix, Siemens AG, and Samsung Electronics. These four deals give Corning the necessary cabling capability and phototonic devices it needs to maintain its lofty position. In addition, it is spending billions to increase its manufacturing capabilities at existing plants, including $650 million on two plants in North Carolina. Corning is also making boatloads of money producing the glass for screens on LCD devices such as the immensely popular PDAs.
Corning lists it job opportunities at www.careers.corning.com. Jobs are listed by title; they can also be searched by industry or area of interest. The company encourages candidates to submit their resumes online. For best results, use white paper, high quality print, standard typefaces (no italics, underlining, etc.), and a font size of 12 or more. To apply for unspecified jobs, candidates should email resumes in Microsoft Word format to corning@aon-hros.com or mail them to Corning Recruiting; P.O. Box 1262, Findlay, OH 45840. For specified/numbered jobs, candidates may email resumes by following the directions at the bottom of each job description page. Be sure to include the requisite job number. You may also mail numbered job applications to the address above. Corning also provides international and internship opportunities. Check the employment area of its web site for details. As for college recruiting, the company works from an extensive "core campus list" that can also be found on the company Internet site at www.corning.com. "For interviewing," one insider reports, "the best thing you can do is stay relaxed." "I see too many people who tense up if a question throws them for a loop." Another advises: "Marketing is a good place to branch out from. You can develop contacts in many areas of the company from there." The hiring process "usually consists of talking with about four people - probably two co-workers and two higher-level employees." Not all sources, however, report a standardized process. "My interview was a joke," insists one. "It was over the telephone. Basically, they just fired a manager and needed a quickie replacement. They didn't even SEE me until after I was hired. It was all very weird. It all started when I handed someone a resume at a job fair and a manager called a week or so later." Another insider adds: "Knowing the individuals in recruitment, I can't believe that the process is an intense, nerve-wracking experience. I know my experience wasn't."
Devoted, but tired Though "long hours" and "arduous days" are typical, the "intensely devoted" employees at Corning don't seem to mind. Insider praise the company's "generally meritocracy-based" corporate structure which "strives to reward quality work." They also laud the "thorough training that prepares them for success." Battles with diversity "In the 70s through the mid-80s, Corning was not particularly focused on hiring diverse individuals, but that has changed," reports an informant. He adds, "Since I've been here, women and minorities are well-represented - though perhaps women more so than minorities." The last sentiment is common among insiders who are concerned about the diversity issue. "It is difficult for Corning to attract individuals from different racial or ethnic backgrounds," opines a source. "I believe many of these individuals may find the area [Corning, NY] difficult to live in. Because it's not a big city, Corning does not have a lot of services that different populations may be looking for." Others, however, believe the problem doesn't stem from the area, but from the company itself. Not everyone is so vehement about the issue. "Corning is clearly focused on diversity," comments another, "and is looking at ways to attract more minority groups." She continues: "Every employee is required to take a diversity training class upon hiring. I know we have received several awards for our diversity programs and for the implementation of programs that help women succeed in business. For example, we have a professional group called Corning Professional Women's Forum (CPWF) that meets monthly and brings in speakers to discuss issues related to women in the workforce." At the management level, the diversity scene seems much the same: problematic. "I find Corning to be an excellent company with fundamentally sound management built on strong values," reflects one. "One of Corning's values is people and they do their best to live up to that value. That includes trying to effectively manage a diverse workforce. I believe the senior management is strongly committed to what Corning calls 'Managing Diversity' - although, of course, they don't always succeed." Be careful to take descriptions of Corning's culture with a grain of fiber, as many insiders note that the company is "in a constant state of flux." Flux "The company has changed drastically in terms of business direction," observes one thoughtful insider. "We are rapidly becoming a technological company concentrating mainly on the manufacture of fiber optics." One thing manages to stay static - and that's dress code. Corning has a "business casual dress code which applies to everyone - upper management on down." Apparently, it is "rare to see a male in a suit - you know they are meeting with clients and customers that day."
Corning Recruiting Human Resources P.O. Box 12621 Findlay OH 45840
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