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at Ford
WELCOME TO
Ford
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Ford Motor Company
Active in over 38 countries
Worldwide sales of $189 billion
Assets over $338 billion
Global workforce of nearly .5 million people
Celebrating 78 years in Australia this year
Fordis the 4th Largest company in the
world.
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Ford Motor Company of Australia
Employees approx. 5,500 people in Australia.
Company headquarters in Broadmeadows,
along with the assembly plants, Customer
Service Division, training centre and
research & design centre.
InGeelong Ford has extensive casting,
engine and stamping facilities as well as the
product engineering centre.
Proving (Testing of Vehicle) ground located
at Lara.
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Ford Motor Company
Geelong plant opened 1925.
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Ford Motor Company
Ford part owns many Brands and Services around
the World.
Ford buys into other Companies for several
reasons:
- It allows it to buy into Technology of other
companies.
- It gains different Target Markets.
- Gains different Niche Markets.
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Ford Motor Company
Other reasons for buying into other companies are:
- Language
- Cultural Differences
- Profit Motive.
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The Brands and Services
Brands
Services
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What is Human Resource
Management?
HRM – Activities necessary for staffing the
organisation and sustaining a high level of
employee performance
HRM at Ford - When 5,500 people work
together as a confident, inspired and motivated
team, the rewards are great.
“People are the Company’s only sustainable
competitive advantage.”
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HRM at Ford
HR functions:
Recruitment
Advertising
Application process
Screening
Testing
Interviewing
Referencing
Selecting
Training & Development
Induction (4 to 5 weeks training for New Staff)
Competency based training (Vehicle Industry Certificate 2½ to 3 yrs)
Team Development Training and Job Specific Training
Organisation & personnel performance (O&PP)
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HRM at Ford (cont’d)
Compensation & Benefits
Payroll
Ford Privilege Club
Superannuation
Corporate Citizenship
FECCS – Ford tries to be a good Corporate Citizen by doing
good things for the community. What people think of you is
important, as people must feel good about your product.
Labour Relations
Industial Relations impact on employees.
Enterprise Bargaining Agreements are quite flexible at Ford
Union involvement is significant (Amalgamated Metal
Workers Union)
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HRM Practices at Ford (cont’d)
Managing Diversity
Maintaining a fair and equitable workplace
Worklife balance
Ford has 67 different nationalities amongst a total of
1800 employees at the Broadmeadows plant, with
1400 employees, 250 management staff and 150
maintenance staff.
Ford has encouraged a program of English classes
amongst those employees with limited English
skills. Ford shares the cost of such English classes
with the Employee.
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HRM Practices at Ford (cont’d)
Managing Diversity
Observance of Religious Holidays for a range of
ethnic groups. Eg. Greek employees were given the
option to take a ‘strikeday’ as an RDO for their
Greek Easter festival in 2002.
Shut down of the plant occurs at Christmas, Easter,
Chinese New Year, Greek Easter and 2nd week of
term 2 holidays.
Prayer rooms provided for religious employees.
Zero Tolerance Policy. Harassment is not accepted
with employees sacked for breaches.
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HRM Practices at Ford (cont’d)
Managing Diversity
Staff are provided with 3 RDO and 9 PDOs (Paid
Day Off) per year at Ford. Employees can use thes
when they want. Both staff and management prefer
this as Ford is then able to plan its staffing in
advance and can also plan its supplies for J.I.T.
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HRM Practices at Ford (cont’d)
Other Cultural Issues
Safety is a major priority at Ford, so warning signs
are designed in pictorial form to take account of
language differences
Equal Employment Opportunity policies are
implemented to ensure that various ethnic groups
are not disadvantaged in relation to promotion,
training, remuneration and leave.
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HRM Practices at Ford (cont’d)
Work Schedules
The Broadmeadows plant operates on a flexitime
work schedule based around the daily core times of
7:00 am to 4:30 pm.
Face time in a job is becoming less important than
what is actually achieved in the job.
There is much lateral movement of staff before
promotion occurs. Job Rotation is strongly
encouraged. That is, an employee may spend 1
month in the paint shop, then 1 month in assembly,
then 1 month in Quality Control. Job Rotation stops
boredom and increases safety as if employees lose
concentration due to boredom safety decreases.
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HRM Practices at Ford (cont’d)
Work Schedules
Employees are grouped into Production Teams for
motivational and reward purposes. Monthly trips are
provided for winning teams on productivity.
Work Groups meet once a week to discuss any work
problems which occurred in the previous week.
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HRM Practices at Ford (cont’d)
Industrial Democracy
Ford has implemented a variety of participative
styles of management including:
• Production teams setting output targets.
• Employees submitting ideas for improved
production and operation via ‘suggestion box’ to
management.
• Weekly meetings for 45 minutes to discuss ways
of improving production. Production shuts down at
this time and small production teams discuss these
issues. Smaller teams are viewed as more
beneficial and personable than larger groups.
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HRM Practices at Ford (cont’d)
Training
Ford encourages a strong commitment by its
employees to a vast range of training and
development programs including specialist
training in:
• Latest automotive production techniques
• TQM practices at Ford including Quality
Assurance
• HRM opportunities. That is, customer service,
recruitment, training, appraisal, induction.
• Equal Opportunity policy
• Negotiation skills with staff and management.
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HRM Practices at Ford (cont’d)
Motivation
Rewards for 20, 25, 30, 35, 40 yrs anniversary
Reward and Recognition Program – prizes given
If individuals achieve their own top 5 priorities,
reward and recognition is given
Job Rotation – every 2 to 3 months
Motivational posters throughout the factory
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HRM Practices at Ford (cont’d)
Recruitment
Ford outsources much of its recruitment to
agencies to give it a cost effective advantage.
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HRM Practices at Ford (cont’d)
National Work Groups (NWG’s) are
established at Ford. These are specialists
groups in each section of Ford to help focus
and achieve measurable goals.
NWG’s measure their performance with specific
measurable indicators.
Example. Safety, Quality, Delivery, Customer
Satisfaction, Morale, Waste reduction etc. are all
measurable per NWG’s
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Restructuring
HR must be change agents.
Change is needed.
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Restructuring
Tariffs decreased from 1990s which meant
quality and competitiveness needed to
increase.
Ford cannot compete with overseas cost or
price because of our cost of labour and our
Standard of Living.
Thus Ford must compete on Quality.
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Restructuring
Definitions:
Organisational structure – The organisation’s
formal framework by which job tasks are divided,
grouped and coordinated.
Characteristics of large organisations (>2,000 employees)
Characteristics of smaller organisations
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Restructuring (cont)
Restructuring
Rebalancing
• Upsizing – Ford is employing more people (70 to
80 people) because of the development of a new
model eg. Designers, operators etc.
• Downsizing
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Rebalancing at Ford
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Current situation at Ford
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What does this mean for HR?
Identifying targets
How are the Company’s objectives and strategies
changing?
What does this mean in terms of jobs?
Communication
Corporate, cross-functional committees established
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What does this mean for HR? (Cont’d)
Industrial Relations issues
How do the Unions perceive the changes?
How soon?
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Benefits of effective HRM
Competent, highly skilled employees
A lean, efficient human resource base
A diverse workforce
A mutually beneficial Company/Union
relationship
An outcome in line with Ford’s Global Vision:
To become the world’s leading consumer company for
automotive products & services, Ford must provide a
business environment that will allow all employees to
contribute their fullest potential.
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