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From torn name tags to monthly bonuses How bad was Continental Airlines before CEO Gordon Bethune took over in 1994? So bad that employees were ripping off their name tags in public because they were embarrassed to be working for the struggling airline. When Bethune joined Continental that year, the airline was on the verge of the fourth bankruptcy in its 60-year history, this time because of high fuel prices after the Gulf War. The airline also ranked last in federal rankings for on-time performance, baggage handling, and the involuntary bumping of passengers off flights. But the most biting criticism came from Continental's own employees, who were ripping the name patches off their shirts. Bethune placed a premium on turning around the company's performance. He paid employees $65 bonuses every month Continental finished in the top half of the performance rankings. Continental also shifted its routes away from short trips to more profitable destinations in Europe, Micronesia, and Central and South America. Today, the airline is the fifth-largest airline in the U.S. Through its hubs in Cleveland, Houston, and Newark, Continental currently serves 120 U.S. cities and 70 cities in Asia, Australia, Europe, and Latin America. Continental and Northwestern: happy together 1998 marked large transfers of money into Continental. The airline settled a five-year contract with pilots that raised salaries closer to industry standards. In 1998, Continental also agreed to sell a 13 percent stake of itself to Northwestern Airlines for $370. Today, the two airlines participate in extensive code sharing, linking flight schedules on 850 flights to 95 destinations. Going south, happily For the future, Continental is preparing to tackle several goals. Most prominently, the airline is continuing its expansion into Latin America. Continental now earns $1 billion a year in Latin American-sources fights, up from its previous revenues of a few million. With gateways in Newark and Houston, Continental serves 37 destinations in 19 Latin American countries. The airline also entered into a code-sharing agreement in March 1997 with Viao Area de Sao Paulo SA, a Brazilian airline. Continental has recently decided to upgrade its fleet. It bought 20 Boeing airplanes in 1998 and plans to give Continental Express, its regional airline subsidiary, an all-jet fleet by 2003.
Continental's job hotline lists current employment opportunities in various job categories. However, the different job categories accept cover letters and resumes at different sites; applicants should be careful to use the appropriate address. Resumes submitted to Continental are scanned into a database and cross-checked with current openings. The airline usually contacts applicants whom it wishes to interview within two weeks.
Turning the plane around Long-time employees recall a time when they were embarrassed to be working for Continental. Now, the years of bankruptcy and famously poor service behind them, those employees say that their morale has fully rebounded. "I've been here for eight years and it has gotten better every year. We had some hard times, but we are past that and are counted among the top companies in the nation to work for," one insider gushed. Employees appreciate the performance-based bonuses and now feel that they are contributing directly to Continental's rapidly improving financial health. "Continental's management has been very innovative in turning this company around from an almost fatal bankruptcy," says one insider. "They did this by focusing heavily on employee satisfaction and morale. Through programs like the perfect attendance award, profit sharing, on-time performance bonuses, etc., they have really made people excited about work." Cross the continent for a 10-spot In December, Fortune magazine named Continental 40th on its "100 Best Places to Work." One of the reasons for this distinction lies in its generous travel perks. Continental employees benefit from free travel to any Continental destination for a low, low price. "Continental offers the best travel benefits in the industry," says one employee. "You and your parents and your spouse and children can fly for only $10 each way," says another. "We also get two vacation passes each year where you and your family can fly first class for no pass charges at all!" And then there are the little things. "The company picnics and holiday parties are a lot of fun too!" Coffee, tea, or better pay? However, because Continental basically had to rebuilt itself in the past five years, some aspects of employee treatment still lag behind the industry average. The airline recently raised pay scales, but other inequities remain. "We do lack significant 401(k) and tuition reimbursement, but some of that is related to the company's financial troubles five years ago," says one employee. "They actually surveyed employees on preferred benefits and found that most were interested in direct pay inequalities."
Human Resources (713) 324-5300
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