3M HR Management Action Plan

Topics: Strategic management, Management, Human resource management Pages: 12 (1922 words) Published: January 31, 2015


3M HR Management Action Plan
Stephanie XXXX
MBA-FP6241
Human Resource Management in the 21st Century Knowledge Organization

E-mail:
Instructor: Dr. Jane Petrick

Table of Contents

Introduction 3

Aligning 3M’s Business Goals with HR 4

Aligning 3M’s Organizational Goals with HR 6

Aligning 3M’s Cultural Goals with HR 9

Introduction
“Managing talent in a global organization is more complex and demanding than it is in a national business - and few major worldwide corporations have risen to the challenge” (Khatri, Gupta & Chauhan, 2010). 3M has accepted the global challenge of business expansion. 3M is an innovative global company with significant goals set for the future. 3M has set aggressive sales growth goals over the next five years. These goals are to include: Sales Growth

Portfolio of Goods – understanding customer needs globally New Customers
New Products
Increased Environmental Sustainability
Reduce Air Emissions
Reduce Waste
Improve Energy Efficiency
Develop Water Conservation Plans
Fill 4,500 new positions over the next three years to compensate for organizational goals 3M has set organizational goals without the consideration of its workforce plan. 3M has not assessed the talent pool availability in all of its new global locations. It also has not fully grasped the correct way to fill these new positions with individuals that are well versed in the cultural differences in each new area.

Aligning 3M Business Goals with HR
3M has a large deficit of workforce planning in all of its plans both locally and globally. Each individual business plan has not been aligned with the talent pools that are available in each area that 3M currently operates in. “Workforce planning involves analyzing the workforce implications of a business plan and developing solutions to address them” (SHRM, 2013). To do this 3M project managers and HR managers must answer the following questions: 1. What are the strategic goals of each new plan?

2. What are the competencies needed for each position?
3. What is the talent and conduct of our current employees?
4. What is the labor market availability in each area of operations? 5. What is our gap between current capabilities and the needs? These questions allow both the project managers and HR managers to fully understand both the project and the personnel needs for these projects. HR managers can develop proper job descriptions and utilize proper recruitment channels. Depending on the location of workforce needs, HR managers will utilize several different methods of recruitment streams. These streams include but are not limited to: Internet

Mass Media
College Relations
Referral Programs
Direct Talent Scouting
Special Events
Next, 3M must conduct a cost savings metric to analyze the benefit of having localized HR managers verses centralized or outsourced HR operations. “The cost savings metric will report recruiter fee savings realized verses the manpower costs to provide HR services in-house. This can be cumulative for the year verses previous year or previous method, or can be reported as a separate cost per time comparison metric” (Miller-Merrill, 2012). The need for localized HR managers is imperative. Localized HR managers are able to understand cultural differences in the global locations. HR managers will be able to tweak 3M’s international vision and mission to cater to each individual location. “HR does not own change but rather facilitates it. By championing change, HR can increase buy-in, solidify support for change across departments and thereby increase the...

References: 3M. (2014). Compliance and business conduct. Retrieved from:
multimedia.3m.com/mws/media/409121/globalcitizen.pdf
Benjamin, T. (2014). What is ROI in HR? Small Business. Retrieved from:
www.smallbusiness.com/ROI-HR
Carver, K., Pinc, C., Mlodzik, K., & White, R. (2013). Aligning organization culture with
business strategy
Creelman, D. (2012). HR and sustainability. Retrieved from: www.hrvoice.com
Hanse, J., Tanuja, S., Weilbaker, D., & Guesalaga, R
Khatri, P., Gupta, S., & Chauhan, S. (2010). Talent management in HR. Journal of Management
and Strategy
Lawler, E., Mohran, S. (2014). The crucial and unprecedented role of HR in sustainability.
Retrieved from: www.sloanreview.mit.edu.
Levin, I. M. (2000). FIVE WINDOWS INTO ORGANIZATION CULTURE: An assessment
framework and approach
Mallak, L. (2001). Understanding and changing your organization 's culture. Industrial
Management, 43(2), 18-24
Miller-Merril, J. (2012). 13 best HR and workforce metrics formula examples. Retrieved from:
www.hrmetrics.com
Olsen, E. (2010). Internal & External Analysis. My Strategic Plan. Retrieved from:
http://onstrategyhq.com/resources/internal-and-external-analysis/.
SHRM. (2013). Aligning workforce strategies with business objectives. Retrieved from:
www.SHRM.org.
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