Ford Motors – Employee Staffing and Development

1 Ford – Employee Staffing and Development Introduction Ford Motor Company is the second largest multinational automobile manufacturers whose headquarters are in Michigan. It was established in 1903 became a publicly listed company in 1956. It is named after its founder, Henry Ford. Employee staffing and development is an essential aspect of its human resource management strategy. This paper examines how Ford Motors Company recruits, manages and remunerates its staff.

Ford manufactures vehicles that are high in quality, safety, and design. The dedication and high productivity of its employees are primary to its success. Ford is focused on developing a workplace that focuses on and respects diversity, safety, and fair recruitment practices. To achieve its continued success, Ford is particularly keen on attracting, developing and retraining talent that is qualified in the area of science, technology, engineering and mathematics (STEM).

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2 Creating a workplace that provides job satisfaction requires understanding what motivates employees and engaging employees as individuals in order to make them feel valued and included.

Ford’s Recruitment and Development of Leaders Ford recruits its talent from internal and external sources. The company particularly prefers candidates with a wide range of skills, competencies, innovative mind and experience.

Applicants are selected through a panel interview, aptitude tests and situational assessments to determine whether they are a right fit for the job. There are two categories of employees, hourly workers, and salaried workers. The automobile industry is expected to continue growing, and it is, therefore, essential for the company to intensify its talent management strategies. Since 2011, Ford has hired over 9,000 salaried workers and 14,000 workers who are paid on an hourly rate (Reindl, 2018).

In recent years, Ford has expanded rapidly which has forced it to change the way the company approaches recruitment in the competitive automobile industry. To gain a competitive advantage, the company has to motivate employees by offering good compensation packages and implementing a positive work culture.

Ford has stepped up its efforts and has shifted to social media including Facebook, LinkedIn, and Twitter, webinars and virtual career fairs among other modern media channels.

The company also looks for new talent on university campuses. In 2015, the company established a center for conducting interviews known as the Ford Talent Center where it displays items that show the company’s heritage and culture. Once employees are hired, they are taken through a two-day orientation process where the incumbent team is introduced to senior management and trained

3 Ford Training and Development Strategy Ford has several training programs which are geared towards encouraging innovative thinking, enhancing employee skills and developing employees’ leadership skills. Employees are Ford’s most essential asset. Its employees enable the company to develop outstanding products. Employee development is an essential part of Ford’s human resource strategy. It develops its employees'' leadership potential by continually investing in their technical and leadership skills (Taylor, 2018). Over the years, Ford has been designing simple and standardized talent-management processes as well as a flexible working environment so that employees can feel appreciated for the role they play in the organization. Effective compensation and benefits are central to Ford's overall strategy. Employees compensation and benefits are in the form of monetary and non-monetary rewards. Monetary rewards include salary, wages, bonuses, and other monetary compensation. Non-monetary rewards are in the form of flexi-time, medical and life insurance, bereavement and sick leaves, paid vacations and maternity leave among others.

Employees are encouraged to create a personal development plan referred to as the Individual Development Plan which will help them ascertain whether their daily actions are in line with their current and future goals. The personal development plan also helps employees to maximize their performance by working with their managers and mentors to establish their strengths, weaknesses, and opportunities for growth and improvement (Yang, 2014). This helps them to create personalized plans for their individual growth needs. Ford seeks to develop a standardized employee management plan to facilitate the leadership development of its employees in all its locations globally.

Challenges to Ford’s Compensation Plan

4 Automakers in the United States are competing for qualified and experienced employees. Dissatisfied employees, therefore, have several employment options to choose from, the company, therefore, has to offer attractive compensation packages to attract and retain qualified employees. Being a globally renowned automobile manufacturer, Ford requires highly qualified talent to ensure that it retains its quality standards and develop innovative products. Additionally, Ford is a multinational corporation and it, therefore, has to offer remuneration packages that are commensurate with international industry standards.

Each country Ford operates in has different labor laws and policies, labor unions and standards of living which the company has to adhere to in order to attract and retain the best talent in the market.

In recent years, one of Ford's primary goals has been to transform into a modern multinational automobile manufacturer that can compete on a global scale and become a leader in the automobile industry. In recent years, Ford has changed its corporate culture to one that is demanding and brutal to one that focuses on collectivity, inclusion, and democracy.

Ford Motors Reward and Compensation Strategy Ford's compensation is headed by a compensation committee which deals with issues regarding offering fair salaries, wages, and benefits to employees. It also aims at motivating employees to aspire for career growth through performance-based incentives.

Additionally, the compensation committee ensures that employees' salaries, wages, incentives, and benefits are affordable to the company; therefore, despite offering adequate compensation plans to its employees, it still has sufficient funds for its employees. Ford Motors allocates a significant proportion of its budget to employee compensation; this enables

5 the company to offer potential and current employees a competitive compensation package (Bryant, & Allen, 2013). The compensation budget is divided into two the base salary and benefits.

Ford Motor Company offers its employees good career prospects and continuous opportunities for growth and advancement. There are education, catering, mentoring and onboarding programs to ensure that employees acclimatize to the company's culture and develop professionally. Ford continually evaluates its employees to help them determine the direction of their careers and realize their potential. The company requires its employees to be goal-oriented. To enable employees to achieve its goals as well as the organization's goals, Ford provides ample support and resources. When employees develop their skills, the company is the greatest beneficiary. To motivate employees, Ford recognizes outstanding employees through recognition programs. Ford also offers tuition reimbursement to cater to employees' education, particularly those who pursue a job-related course.

ONE Ford Since 2007, Ford has adopted the ‘One Ford' strategy whose aim is to achieve teamwork and cohesiveness in order to achieve a common objective. The human resource of the organization aims to develop a workforce that focuses on meeting customers' needs and innovativeness; all of which will enable the organization to become a global leader (Sistare, Shiplett, & Buss, 2015).

The One Ford program aims at aligning the company’s employees towards the attainment of the company’s general objectives. The program seeks to motivate the Ford team to act as one team, develop a common plan and work collectively towards achieving a

6 common goal. All Ford employees globally incorporate One Ford into their duties, facilitating the company’s continued growth.

The ONE Ford plan has four main goals; to create a good working environment, to develop competent and effective workers, to establish an organizational culture that is relevant to the global business and to develop people-centric strategies and processes.

The Future of Ford Motors’ Employee Management Strategy Ford Motors seeks to retain its market share and remain a leader in the automobile industry. To this end, it has developed a long-term perspective in its talent management. The company realizes that to stay ahead of its competition it needs to recruit highly skilled personnel who have exceptional academic qualifications and experience in specialized technical subjects. The organization realizes that there's a shortage of candidates who possess these qualifications and has therefore developed a training program geared towards imparting skills in the fields of mathematics, science, engineering and technology (Alder, & Dinnen, 2017). The company's long-term human resource orientation creates a wider pool of qualified talent to recruit from, which ensures that the company outperforms its competitors in the future. A good human resource policy is essential not only to the success of the company but also to the success of its stakeholders such as dealers, suppliers, and customers.

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References Alder, M., & Dinnen, M. (2017). Exceptional Talent: How to Attract, Acquire and Retain the Very Best Employees. Kogan Page.

Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits, and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171-175.

Reindl, JC. (2018). Ford releases salary, pay ratio data for the entire workforce. Retrieved from https://www.freep.com/story/money/cars/ford/2018/03/29/ford-ceo-hackett-totalcompensation/467927002/ Sistare, H., Shiplett, M., & Buss, T. (2015). Innovations in Human Resource Management.

Hoboken: Taylor and Francis.

Taylor, S. (2018). Resourcing and talent management. Kogan Page.

Yang, Y. (2014). Employees management analysis at Ford motor company. International Journal of Business and Social Science, 5(10).

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